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MINISTRY FOR POLICE & EMERGENCY SERVICES ANNUAL REPORT 2012-13

Contents

Letter to the Minister ..................................................................................... 1

Executive summary ........................................................................................ 2

Ministry Profile ............................................................................................... 4

Aims and objectives .............................................................................................................................. 4

Legislation administered ....................................................................................................................... 5

Ministry Structure and Performance ............................................................... 7

Policy and Finance Division .................................................................................................................. 7

Counter Terrorism and Disaster Resilience Division .......................................................................... 17

Human Resources ........................................................................................ 30

Organisational Management......................................................................... 34

Financial Management ................................................................................. 36

Financial Summary 2012-13 ......................................................................... 36

Appendices ................................................................................................... 38

A. Executive performance ................................................................................................................ 38

B. Ministerial Grants 2012-13 ........................................................................................................... 38

C. Account payment performance .................................................................................................... 38

D. Government Information (Public Access) Act 2009 ..................................................................... 38

E. Financial reports .......................................................................................................................... 38

Contacts ....................................................................................................... 77

Level 13, Bligh House, 4-6 Bligh Street, Sydney NSW 2000 GPO BOX 5434, Sydney NSW 2001 Tel: (02) 9228 4297 Fax: (02) 9228 3551

Letter to the Minister The Hon Michael Gallacher MLC Minister for Police and Emergency Service Level 33 Governor Macquarie Tower 1 Farrer Place SYDNEY NSW 2000 Dear Minister I am pleased to submit the Ministry for Police and Emergency Services Annual Report 2012-13 in accordance with the Annual Reports (Departments) Act 1985 for presentation to the NSW Parliament. The report complies with the provisions of the Annual Reports (Departments) Regulation 2012. Yours sincerely

Vicki D’Adam Chief Executive Officer


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Executive summary

The Ministry for Police and Emergency Services has an extensive role spanning policy

development, ministerial support, operational coordination, crisis management, grants

administration, delivery of training and control of several websites and public communication

platforms. The Ministry is the lead agency for Goal 28 of the NSW 2021 Plan, ensuring that

NSW is ready to deal with major emergencies or natural disasters. Like much of its work, the

Ministry pursues this goal in close partnership with other agencies in the emergency

management sector.

The Ministry provided a high level of service to the Minister and the Government during the

year. It performed its duties efficiently and effectively, ensuring strategic coordination for the

law enforcement and emergency services portfolios, and support for the Minister in

undertaking his Executive and Parliamentary responsibilities.

During the 2012-13 summer, bush fires, storms, a tornado and flooding ravaged large areas of

NSW. This required a very substantial operational commitment in both the Disaster Welfare

and Response and Recovery areas, including field deployments.

Across the four events, 124 Natural Disaster Declarations were made for Local Government

Areas across the State. Twenty-three evacuation centres were established which were

attended by nearly 1,700 people. Two recovery centres were established for management by

local Councils.

Supporting the needs of individuals and communities required the Ministry to assess extensive

impact data supplied by other agencies in order to make recommendations to Government

about the need to make Natural Disaster Declarations or to seek Commonwealth agreement to

Category C declarations under the Natural Disaster Relief and Recovery Arrangements.

In addition to performing this major operational role, the Ministry progressed a number of

important projects.

Relating to law enforcement, the Ministry contributed to the development of the Government’s

Kings Cross Plan of Management and its implementation as well as establishing trial of three

sobering up centres under the Intoxicated Persons (Sobering Up Centres) Act 2013.

The Ministry also worked closely with the Department of Attorney General and Justice on a

major overhaul of NSW bail laws and created a simpler risk based approach to determining

bail. Both agencies also developed significant reform to the service of apprehended domestic

violence orders in collaboration with the NSW Police Force.

The Ministry finalised the NSW Water Safety Strategy 2013-15 in consultation with

stakeholders with key priorities identified to assist in reducing drowning deaths in NSW. The

Ministry manages the Government’s Water Safety Black Spots Fund and provision of additional

funding to the Police Citizens Youth Clubs (PCYC).

Relating to emergency management, the Ministry modernised and streamlined the legislation

underpinning emergency management through the Emergency Legislation Amendment Act

2012.


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The Ministry also coordinated the State National Disaster Risk Assessment with a public version

made available in November 2012.

The Ministry continued its role in the distribution of funding under the National Disaster

Resilience Program as well as one-off grants and immediate financial assistance. The Ministry

administers the Personal Hardship & Distress component of the NSW Disaster Relief Scheme.

Our history

The Ministry for Police and Emergency Services was established on 4 April 2011 to progress a

strategic agenda across law enforcement, counter terrorism and emergency management, at

national, state and local levels. The Ministry brought together staff from the Security and

Recovery Coordination Branch and the Law Enforcement Policy Branch of the Department of

Premier and Cabinet. The Disaster Welfare Branch came from Community Services

(Department of Human Services), and the Ministerial Liaison Branch from the NSW Police

Force. These four business units joined with Emergency Management NSW to form the Ministry

for Police and Emergency Services.

Further details about the work of the Ministry are contained in this report.

Minister for Police and Emergency Services

The Honourable Michael Gallacher MLC was the Minister for Police and Emergency Services for

the reporting period.

The Parliamentary Secretary assisting the Minister was Mr Geoff Provest MP.


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Ministry Profile

Aims and objectives

The Ministry supports and assists the Minister for Police and Emergency Services to achieve

the best law enforcement and emergency management outcomes and to promote public safety

for the people of NSW.

The Ministry is a single source of independent advice and coordination in the Police and

Emergency Services portfolio. The Ministry is responsible for the development and coordination

of law enforcement and emergency management legislation policy and advice, as well as

providing strategic coordination across the portfolio. It does this in partnership with other

agencies.

The Ministry works towards ensuring that portfolio and other agencies have an appropriate

legislative framework in which to operate and that they are able to meet government priorities.

In contributing to these results, the Ministry’s core functions are:

providing independent policy advice to the Minister on law enforcement and emergency

management issues

providing strategic coordination across the portfolio and cluster, and collaborating with

other agencies

supporting the Minister in Parliamentary and Cabinet roles

supporting the Minister in budget management responsibilities

strengthening emergency management capability and community disaster resilience of

NSW, in partnership with other agencies, non-government organisations and the

community at state, regional and local levels

strengthening response and recovery capabilities through the direction and activities of

the State Emergency Recovery Controller in partnership with other agencies, non-

government organisations and the community at state, regional and local levels

providing operational capabilities to the Minister and NSW Government during response

and recovery to natural disasters and terrorist incidents.

The role of the Ministry also encompasses operational and planning issues that affect the

economic, environmental and social wellbeing of the State. This is by providing the framework

to prepare for, and recover from, disasters caused by natural and non natural means or a

terrorist incident. The Ministry is also responsible for the coordination of recovery functions and

the provision of disaster welfare services when disasters impact the state.


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Legislation administered

The Minister for Police and Emergency Services administered the following Acts and their

Regulations:

Australian Crime Commission (New South Wales) Act 2003

Child Protection (Offenders Prohibition Orders) Act 2004 (jointly with the Attorney

General)

Child Protection (Offenders Registration) Act 2000

Commercial Agents and Private Inquiry Agents Act 2004

Crime Commission Act 2012

Criminal Assets Recovery Act 1990

Drug Misuse and Trafficking Act 1985, Part 2A (jointly with the Minister for Health

and the Minister for Healthy Lifestyles, remainder the Attorney General)

Firearms Act 1996

Fire Brigades Act 1989

Fire Services Joint Standing Committee Act 1998

Law Enforcement and National Security (Assumed Identities) Act 1998

Law Enforcement (Controlled Operations) Act 1997

Police Act 1990

Police (Special Provisions) Act 1901, Part 4 (remainder, the Attorney General)

Road Obstructions (Special Provisions) Act 1979

Rural Fires Act 1997

Security Industry Act 1997

Sporting Venues (Invasions) Act 2003

State Emergency and Rescue Management Act 1989

State Emergency Service Act 1989

Tattoo Parlours Act 2012 (jointly with the Minister for Fair Trading)

Weapons Prohibition Act 1998

Witness Protection Act 1995

Wool, Hide and Skin Dealers Act 2004.

The following Acts and Regulations were amended in the reporting period:

Crimes (Criminal Organisations Control) Act 2012, amended by the Crimes

(Criminal Organisations Control) Amendment Act 2013

Fire Brigades Act 1989, the Rural Fires Act 1997, the State Emergency and

Rescue Management Act 1989 and the State Emergency Service Act 1989,

amended by the Emergency Legislation Amendment Act 2012


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Law Enforcement (Controlled Operations) Act 1997, amended by the Law

Enforcement (Controlled Operations) Amendment Act 2013

Road Transport (General) Act 2005, amended by the Road Transport (General)

Amendment (Vehicle Sanctions) Act 2012

Tattoo Parlours Act 2012, amended by the Tattoo Parlours Amendment Act 2012

Crime Commission Regulation 2012 [made]

Criminal Assets Recovery Regulation 2012 [made], amended by the Criminal

Assets Recovery Amendment Regulation 2012

Firearms Regulation 2006, amended by the Firearms Amendment Regulation

2013, the Firearms Amendment (Ammunition and Club Armourers) Regulation

2013 and the Firearms Amendment (Approval of Club) Regulation 2013

Fire Brigades Regulation 2008, amended by the Fire Brigades (False Alarm

Charges) Amendment Regulation 2013

Intoxicated Persons (Sobering Up Centres Trial) Regulation 2013 [made],

amended by the Intoxicated Persons (Sobering Up Centres Trial) Amendment

Regulation 2013

Law Enforcement and National Security (Assumed Identities) General Regulation

2010, amended by the Law Enforcement and National Security (Assumed

Identities) Amendment (Corresponding Laws) Regulation 2013

Police Regulation 2008, amended by the Police Amendment (Legal Advice

Disclosure) Regulation 2012 and Police Amendment (Targetted Tests) Regulation

2012

Security Industry Regulation 2007, amended by the Security Industry

Amendment Regulation 2012 and the Security Industry Amendment (Correctional

Centres Exemption) Regulation 2012

Tattoo Parlours Regulation 2013 [made]


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Ministry Structure and Performance

The Ministry for Police and Emergency Services consists of two divisions.

The Policy and Finance Division, which is responsible for policy and legislative development,

parliamentary support, finance and corporate governance. The Counter Terrorism and Disaster

Resilience Division is responsible for emergency management policy, including counter

terrorism and operational functions relating to disaster welfare and response and recovery.

Policy and Finance Division

Service description

This service group comprises the following branches: Ministerial and Parliamentary Support,

Policy, Corporate Governance and Finance.

It provides independent policy advice on issues affecting the Police and Emergency Services

Portfolio; support for the Ministerial and Parliamentary functions of the Minister for Police and

Emergency Services; and finance and corporate governance support for the Ministry.

It also liaises and coordinates across the portfolio including with external agencies.

The Policy and Finance Division contributes to the provision of independent policy advice and

strategic coordination by:

ensuring that a whole-of-portfolio perspective is considered

working with Government to deliver, and report on, its NSW 2021 Goals, election

commitments and other policy priorities

facilitating information flow between portfolio agencies and other stakeholders

assisting portfolio agencies to operate in line with whole-of-government objectives and

requirements.

Service measures for the full financial year of 2012-2013

Cabinet minutes developed: 40

Replies to Parliamentary Questions: 382

Ministerial correspondence actioned: 5,175

Letters responded to within the required timeframe: 95%


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Policy Branch

Objectives

Support for the minister’s legislative program.

An appropriate legislative framework in which portfolio agencies can operate.

Portfolio agencies are able to meet government priorities.

Overview

The Policy Branch responds to specific policy directions given by the Minister by developing

policy for the Police and Emergency Services portfolio within the context of the wider NSW

Government policy agenda.

The Branch has developed a number of legislative and regulation amendments to ensure that

portfolio agencies have the necessary powers to effectively carry out their duties and to

support the operations of other agencies. The most significant are reported in the following

outcomes.

The Branch provides the Minister for Police and Emergency Services with independent

information and analysis on matters relevant to the portfolio. Briefings and information are

given throughout the year on a wide range of high level policy and budget issues, as well as

more routine matters. The Ministry assists the portfolio agencies to meet Government

objectives.

It liaises with other jurisdictions to monitor changes in policy and legislation and to contribute

to the development of consistent, cooperative approaches to national and inter-jurisdictional

crime and emergency management.

Outcomes

NSW contribution to law enforcement and emergency management issues of national significance and cross border crimes and disasters

The Policy Branch contributed extensively to national discussions, working groups and

meetings to continue to develop responses to crimes of national significance.

The Branch also supports the Minister as NSW representative on Ministerial Councils

established by the Council of Australian Governments (COAG).

These include the Standing Council on Police and Emergency Management (SCPEM) which sets

the agenda for the development of nationally agreed or consistent policies and strategies, and

the Inter-Governmental Committee on the Australian Crime Commission. The Branch ensured

that the Minister was comprehensively briefed for the SCPEM meeting in September 2012

which considered 27 agenda items relating to police and emergency service matters as well as

further administrative matters.

The Chief Executive Officer also represents NSW on the Standing Council’s National Policing

Senior Officers Group (NPSOG); the Australia New Zealand Emergency Management Council

(ANZEMC) and the Australia New Zealand Policing Advisory Agency (ANZPAA). These groups

hold meetings in conjunction with the biannual SCPEM to consider critical, national significant

issues. Further detail on the ANZEMC is provided at page 30.

NPSOG and ANZPAA were held in September and November 2012 and April 2013. The Chief

Executive Officer contributed to discussions on significant issues such as gun and organised


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crime, new psychoactive substances, pharmaceutical drug misuse and issues related to DNA

advancement.

The Branch also participated in nationally important groups established by Ministerial Councils

including the Cybercrime Working Group and the Working Group on Firearms and the Social

Media and the Law Working Group.

Reducing Red Tape in the NSW Police Force

In 2012-13 several initiatives to reduce red tape within the NSW Police Force were

implemented including:

Changes to Police computer systems so that unnecessary or duplicative data no longer

needs to be entered saving valuable time for frontline police. Just one of these changes

has been estimated to save frontline police an estimated 375,000 hours of paper work

over the next decade.

Agreement that legislation would be amended to enable Police to issue provisional

Apprehended Domestic Violence Orders (ADVO) immediately after a domestic violence

incident. This will mean the victim will immediately be afforded the protection of the

ADVO and will save time taken by Police in locating and serving the Order upon the

defendant. This significant reform to the service of ADVOs was developed in

collaboration with the NSW Police Force and Department of Attorney General and

Justice.

Emergency Services Legislation

The Policy Branch worked with the Resilience and Planning Branch to modernise and

streamline the legislation underpinning emergency management in NSW through the

Emergency Legislation Amendment Act 2012.

This legislation made the following reforms and amendments:

Provided a stand-alone power of entry for police, under the Rural Fires Act 1997, to

access land for a 24-hour period following the extinguishment of a bushfire for the

purpose of investigating whether an indictable offence has been committed.

Provided that the Commissioner of Fire & Rescue NSW (or his/her delegates) may

conduct ‘cause or origin’ investigations on land where a fire has occurred for up to 24

hours following the extinguishment of a fire and the Commissioner has determined the

land is safe to enter.

Authorised the Commissioner of Fire & Rescue NSW to apply to an authorised officer for

a search warrant for any land if the Commissioner reasonably believes that entry onto

the land is necessary for the purposes of the investigation of the cause or origin of any

fire that has occurred on that land or any adjacent land.

Under the Rural Fires Act 1997, allowed an authorised officer who intends to issue a

penalty notice to a person, or a police officer who has reason to suspect that a person

is committing an offence under the Act or Regulation, to direct the person to state the

person’s full name and residential address.

Made a series of amendments to the State Emergency and Rescue Management Act

1989, such as to update titles, clarify the roles of and linkages between emergency

management committees and ensure volunteers who are employed in the private

sector are covered by existing employment discrimination provisions.


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Kings Cross and Alcohol-Related Crime

Following the tragic death of Thomas Kelly in Kings Cross in July 2012, the Policy Branch

worked with the Department of Premier and Cabinet (DPC) and other agencies to develop a

response.

The Branch took the lead in reforms to the laws governing the use of drug detection dogs.

These legislative changes now allow the dogs to be used by police in public spaces in Kings

Cross and all Sydney railway lines without having to obtain a warrant.

The Branch was also involved in the development of the Government’s Kings Cross Plan of

Management and its implementation as well as one of the lead agencies working with DPC in

setting up a trial of three sobering up centres under the Intoxicated Persons (Sobering Up

Centres) Act 2013.

Firearms

The Branch commenced a review of the Firearms Regulation 2006 to ensure that the

Regulation remains up to date, is consistent with the Government’s better regulation principles

and works effectively to ensure public safety.

Bail

The Branch worked closely with the NSW Police Force and the Department of Attorney General

and Justice to develop the terms of the new Bail Act 2013. The new Act represents the first

major overhaul of NSW bail laws in 34 years and creates a simpler risk based approach to

determining bail. The new Act will commence in 2014 to allow time for training and system

changes. Water Safety

The Branch consolidated work commenced since the state election in 2011 on water safety

issues. In 2012-13 the Water Safety Black Spots Fund contributed $400,000 to a public

information campaign relating to the NSW Government’s new swimming pool legislation. $1.6

million was also allocated to seven organisations undertaking projects that target black spot

locations, activities and/or population groups. Further detail of funding grants is provided at

page 19.

The NSW Water Safety Strategy 2013-15 was finalised with key priorities identified to assist in

reducing drowning deaths in NSW. A focus of the strategy is working in partnership with

relevant government and non-government agencies on critical areas relating to rock fishing,

alcohol related drowning and the development of consistent emergency markers across the

state.

A membership review of the NSW Water Safety Advisory Council resulted in two more

organisations being welcomed to the Council in 2012: Surf Educators Australia and Surfing

NSW. Affiliates to the Council were also identified who may provide expert advice on particular

issues as required.

The Branch also facilitated the provision of funding grants to Surf Live Saving NSW and the

Westpac Life Saver Rescue Helicopter (Southern Region).

Security Amendments

The Branch facilitated consequential amendments resulting from the Security Industry

Amendment Act 2012 to the Security Industry Regulation 2007 and the Firearms Regulation


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2006. The Security Industry Amendment Act 2012 implemented the recommendations made

by the Independent Commission Against Corruption in 2009 to address regulatory issues

confronting the security industry, reduce red tape and gain efficiencies in the licensing

process. A significant amendment to the Security Industry Regulation was the introduction of

the new fee schedule to offset additional funding provided to the NSW Police Force as part of

the new regulatory regime for the industry. The Firearms Regulation was amended to list the

fee for the provisional pistol (business/employment) licence.

The Branch also developed amendments to the Regulation to exempt certain persons from the

requirements of the Security Industry Act 1997. Exemptions were made for the staff of

licensed premises who are engaged in activities other than crowd control (such as ticket

inspectors or reception staff), air service employees who undertake pre-flight security checks

and persons working at correctional centres.

Assumed Identities

The Branch undertook a review of the Law Enforcement and National Security (Assumed

Identities) Act 2010. The review found the policy objectives of the Act remained valid and no

substantive amendments were required. However, the Review found the Act does not fully

accommodate particular requirements of Commonwealth intelligence agencies for which

amendments to the Act were recommended. An amending Bill is expected to complete its

passage through Parliament in the next reporting period.

Tattoo Parlours

Following the commencement of the Tattoo Parlours Act 2012 on 29 May 2012, it was

discovered that amendments were needed to ensure the effectiveness of the scheme. The

Branch worked with Fair Trading to develop these amendments, which took effect under the

Tattoo Parlours Amendment Act 2012.

Applications for tattoo licences are currently being assessed by Fair Trading and NSW Police.

The offence provisions of the Act are expected to commence on 1 October 2013 and all

applications must be received by that date.

Controlled Operations

The Branch undertook a statutory review of the Law Enforcement (Controlled Operations) Act

1997. This resulted in two recommendations for amendment, which were adopted by

Government.

The Branch assisted the Minister in the passage of the ensuing Law Enforcement (Controlled

Operations) Amendment Bill 2012, which passed Parliament and has now commenced.

Fire Brigades Regulation

In consultation with Fire & Rescue NSW, the Branch led the process to amend the Regulation

to allow for an increase in the charge applied to automatic false alarms, from $750 to $1,250,

in line with increased costs to the agency. The new charges commenced on 1 July 2013.

Police Citizens Youth Clubs (PCYC)

The Branch provided secretariat support to a Steering Committee established to oversight the

provision of an additional $20.25 million over four years from the Government to PCYC.

Among other things, the work of the Steering Committee resulted in the Government

announcing funding in 2012-13 to go towards constructing new clubs in Morisset and


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Warringah Local Government Areas. This amounts to a total of six new clubs that have been

committed to over the past two years.

NSW Crime Commission The Crime Commission Act 2012 commenced in July 2012. The Branch was closely involved in

assisting the new arrangements to proceed smoothly. A new Commissioner, Mr Peter Hastings

QC; an independent Chair of the Management Committee, Mr David Patten, an Inspector of

the Commission, The Hon Graham Barr QC; and a new Assistant Commissioner, Mr Robert

Inkster, were appointed and commenced work.

Vetting of applicants for employment within law enforcement agencies The Branch was extensively involved with DPC and the Department of Attorney General and

Justice in developing a new legislative framework to allow appropriate security vetting of

persons seeking employment in the NSW Police Force, the Independent Commission Against

Corruption, the NSW Crime Commission and the Police Integrity Commission.

The new arrangements were introduced through the Independent Commission Against

Corruption and Other Legislation Amendment Bill 2013.

Police Promotions The Branch supported the development of the Government's response to the review of the

police promotions system, undertaken by the Hon Lance Wright QC. The Government's

response proposed a number of legislative, regulatory and administrative changes to improve

the police promotions process. The Branch has consulted with the NSW Police Force and the

Police Association of NSW on the reforms. A Bill has been drafted and is intended to be

introduced to Parliament in the 2013 Spring Session.

Emergency Services Review and Levy

The Branch, in collaboration with NSW Treasury and the emergency services agencies,

continued the review into the emergency services contributory funding system which funds the

budgets of Fire & Rescue NSW, NSW Rural Fire Service and the NSW State Emergency Service,

including through the release of a discussion paper in July 2012.

The Government has decided to await further consultation, and also on the outcomes of the

implementation of the fire levy in Victoria (which commenced on 1 July 2013) before making a

decision on any new model for funding emergency services agencies.

The Branch has also continued its work on implementing recommendations of the review

undertaken in 2011-12 as part of the Government’s NSW 2021 commitment to undertake

agency reviews on a rolling basis. The Branch collaborated with the NSW Treasury, emergency

services agencies and consultants to undertake the review. The report’s implementation will

ensure frontline officers are appropriately resourced to provide services, and to improve the

way emergency services perform their functions.

Award Matters

The Branch provided the Minister with independent advice on a number of Industrial Awards in

2012-13, including those relating to police officer and fire fighters wages and death and

disability benefits for fire fighters.


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Police Death and Disability

The Branch renewed the insurance contract for the Police Death and Disability Scheme that is

resulting in cost savings and increases in officers returning to work. New benefit standards

were negotiated during the year and will be rolled out in 2013-14.

Police Act Review

The Branch prepared a discussion paper to inform the statutory review of the Police Act 1990.

Audit of Police resources

The Branch continued to engage with the NSW Police Force on the implementation of its

response to the Ministerial Audit of Police Resources, including the merger of a number of Local

Area Commands, which will ultimately return over 100 police officers to front line duties.

Portfolio Budgets

The Branch assists with coordinating the development of portfolio agency budgets. In 2012-13,

the Branch provided strategic advice to the Minister on agencies’ budget performance;

provided a forum for Commissioners to consider strategies to meet stated budget targets

without any risk to operational requirements; and general support to the Minister in relation to

funding issues. The Branch also led the coordination and preparation of supporting materials

for the 2012-13 Budget Estimates hearing.

Other

The Branch also undertook work on:

Review of the Child Protection (Offenders Prohibition Orders) Act 2004

Reform of special constables arrangements in NSW

Establishment of the Police Transport Command

Contributing to the creation of Youth on Track – a new model for working with young people

at risk of criminal offending that is designed to prevent young people from becoming

entrenched in criminal behavior.

A range of advice on the impact of the Government Sector Employment Act 2013 on the

police and emergency services portfolio.

Ministerial and Parliamentary Support Branch

Objectives

Provide direct support to the Minister in his statutory, Parliamentary, Cabinet and other

portfolio responsibilities.

Prepare Ministerial correspondence, briefings and Parliamentary documentation.

Overview

The Branch supports the Minister in his Parliamentary responsibilities and prepares

correspondence and briefings for the Minister to carry out his Ministerial duties.


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The Ministerial and Parliamentary Support Branch is responsible for ensuring that Ministerial

correspondence and briefings are of high quality, submitted in a timely manner, are accurate,

and comply with Government directions. To meet these goals, regular liaison is maintained

with the Minister’s Office and portfolio agencies.

The Branch administers disbursements made by the Minister from the Minister’s Discretionary

Fund. These are made to provide financial assistance to community groups and other

organisations working to reduce crime, improve community safety and support emergency

services.

Outcomes

Ministerial Correspondence

The Ministerial and Parliamentary Support Branch co-ordinates and prepares correspondence

for the Minister for Police and Emergency Services. It also prepared briefings for various

functions and other purposes, including visits by the Minister and the Premier to regional and

metropolitan centres in NSW.

The Branch processed 5,175 items of Ministerial correspondence for the reporting period.

Parliament

The Ministerial and Parliamentary Support Branch, in consultation with relevant policy officers

and agency staff, coordinated and drafted answers to Legislative Assembly and Legislative

Council Parliamentary Questions, Private Member’s Statements, Adjournment Debates and

Budget Estimates Questions. For the reporting period these included:

Legislative Assembly Question

on Notice

Question

Without Notice

Private

Members

Statement

108 1 75

Legislative Council QON QWN PMS

274 303 21

Totals 382 304 96

The Branch also prepared Parliamentary briefings for the Minister, with regular updates, during


Portfolio Overseas Travel

The Minister for Police and Emergency Services must approve all overseas travel applications

within the portfolio. The Branch processed portfolio applications for overseas travel and

provided briefings to the Minister on travel requests. Details of overseas travel by Ministry staff

are detailed on page 37.

Ministerial Grants Program

The Branch administered the Ministerial grants program, including assessing grant proposals

against established criteria.


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The total allocation of grants for the reporting period was $326,145. The details of the

recipient organisations and other grants for the full financial year are included in Appendix B –

Ministerial Grants 2012-13.

Reporting on Government commitments

During the reporting year, the Branch played an increasing role in facilitating advice within the

Justice cluster. This included coordinating information and data on NSW 2021 performance

measures, election commitments and regional action plans to ensure that police and

emergency service agencies met their reporting obligations.

Finance and Corporate Governance Branches

Objectives

To support the work of the Ministry by providing a broad range of finance and corporate

services.

To support the work of Fire & Rescue NSW, the NSW Rural Fire Service and NSW State

Emergency Service by collecting funding contributions.

To manage the sydneyALERT system.

Overview

The Finance Branch and Corporate Governance Branch support the work of the Ministry by

providing a broad range of corporate services. These services include administrative, finance,

human resources, risk management and information and communications technology support.

The Finance Branch also supports Fire & Rescue NSW, the NSW Rural Fire Service and the

NSW State Emergency Service by collecting funding contributions from the insurance industry

and local councils.

The Ministry supported emergency operations in the CBD by managing the sydneyALERT

system. The management of sydneyALERT was transferred to the NSW Police Force during

2012-13.

Outcomes

The branches supported the operations of the Ministry by providing a range of administrative, finance, human resources, information & communications technology and other corporate services in a timely and efficient manner. The Corporate Governance Branch worked to further develop and support the Ministry’s corporate systems, procedures and policies, including implementation or review of the following:

Code of Conduct

Corporate Plan

Flexible Working Hours Agreement

Fraud Control Policy

Grievance handling policy and procedures

Staff performance planning system


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Project governance guidelines

Records management policy and procedures

Staff development and training policy.

The Ministry’s internal audit program commenced with reviews of legislative compliance and

the emergency services contributory funding system, a fraud and corruption risk assessment

and a ‘health check’ of the Ministry’s finance systems. Reviews were also undertaken of the

Ministry’s financial operations in relation to Goods and Services Tax, Fringe Benefits Tax and

employment taxes.

The Audit and Risk Committee held five meetings during 2012-13.

The Ministry collected $800 million in contributions from the insurance industry and local

councils, on behalf of Fire & Rescue NSW, the NSW Rural Fire Service and the NSW State

Emergency Service.

Corporate planning process The Branch commenced a corporate planning process at the end of 2011. The development of

the Corporate Plan was progressed through a series of workshops with extensive staff input.

The process reached a significant landmark with the approval and publication of the Ministry

for Police and Emergency Services Corporate Plan 2013-2015 in February 2013.

The Plan sets out the Ministry’s Mission and Core Functions and it outlines the Strategic

Directions that will guide the Ministry’s work over the next three years. The Strategic

Directions are in the areas of:

Ministerial Advice

Policy Development

Portfolio Coordination

Community Resilience

Capability and Capacity

Response and Recovery

Readiness and Sustainability

Organisational Development

Each of the Strategic Directions is articulated through a number of ‘Key Areas of Work’ and

‘Indicators of Success’.

The Corporate Plan with be further refined in the next reporting period. It is available on the

Ministry’s website.


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Counter Terrorism and Disaster Resilience Division

Service description

The Division initiates and develops policies and strategies to improve the delivery of

emergency management services through prevention, preparedness, response and recovery.

The Division also provides executive and operational support to the State Emergency

Operations Controller and the State Emergency Recovery Controller.

The Division comprises the following: Resilience and Planning; Response and Recovery;

Disaster Welfare; Counter Terrorism and Boards and Committees.

Service measures for the full financial year of 2012-13

Disaster Resilience Grants Projects administered: 215

State Emergency Management Committee and State Rescue Board meetings supported: 8

Support to emergency management operations: 100%

Training courses, workshops and exercises delivered: 108

Resilience and Planning Branch

Objectives

To enhance the capability of the emergency management sector through training and

exercise programs and grant funding.

To improve the resilience of communities by coordinating risk, mitigation and resilience

activities.

To develop policy and influence reform in emergency risk management.

Overview

The Resilience and Planning Branch develops and implements policies and strategies that

support the emergency management sector and promote community resilience. This is done

by:

• building a better understanding of emergency risk management across the emergency

management sector

• administering the Natural Disaster Resilience Program and other grant programs to

support mitigation works and enhance emergency management capability

• coordinating the delivery of multi agency emergency management training courses to

agencies with a role in NSW emergency management arrangements

• representing the NSW Government at national meetings and forums.


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Outcomes

State Natural Disaster Risk Assessment

The Commonwealth provided NSW with funding under the National Partnership Agreement on

Natural Disaster Resilience to undertake a state wide prioritised natural disaster risk

assessment in accordance with the relevant Australian standards. The Resilience and Planning

Branch was responsible for coordinating the development of the State Natural Disaster Risk

Assessment. A public version Government, you and what to do – A Guide to Natural Disasters

in NSW was released in November 2012.

Natural Disaster Resilience Program

$13.57 million of State and Commonwealth funds were allocated to grants for 215 projects and

other activities across local and state government and not-for-profit organisations to build

disaster resilience in NSW communities. Under the Natural Disaster Resilience Program the

NSW grant schemes are schemes are:

Scheme Projects

Floodplain Risk Management Grants Scheme 106

Bush Fire Risk Management Grants Scheme 51

Emergency Volunteer Support Scheme 42

Auxiliary Disaster Resilience Grants Scheme 7

State Emergency Management Projects 9

Water Safety Black Spots Fund

The Water Safety Black Spots Fund aims to reduce the rate of drowning deaths in NSW by

providing funding for water safety initiatives that focus on known black spots including high

risk geographic locations, population groups or activities associated with drowning or near

drowning.

Funding of up to $2 million each year has been made available from 2011-12 to 2014-15. In

2012-13 the Minister approved $1.6 million for 14 projects.

2012-13 Water Safety Black Spot Funds

Recipient Amount Purpose

APOLA $57,530 Backpacker Beach Safety Pamphlet

Austswim $50,000 Accredited Teacher Training for indigenous adults

Austswim $70,000 Community education programs for disability

groups

Austswim $20,000 Migrant communities research project

Austswim $65,000 Rip awareness training for children pilot

Marine Rescue NSW $50,000 Smart phone app for boaters

Marine Rescue NSW $230,000 Log-on/log-off system for boats

Ballina High School P and C (Marine Teachers Association)

$83,900 Water safety theory and skills for young people

Royal Life Saving NSW $285,000 Aquatic locations audit


19

Royal Life Saving NSW $65,000 Drowning prevention campaign for older people

Royal Life Saving NSW $85,000 Learn to swim for CALD communities in Western Sydney

Surf Life Saving NSW $322,000 Coastal location audit

Surf Life Saving NSW $66,570 Develop a nationally aligned surf education program for students in Western Sydney

Sydney Children’s Hospitals Network

$150,000 Study of drowning and near drowning in children aged 0-16 years

Total $1,600,000

Resilient Australia Awards

The Resilience and Planning Branch coordinates the NSW component of the Resilient Australia

Awards. The Awards are sponsored by the Commonwealth Attorney-General's Department in

conjunction with the State and Territory governments. The Resilient Australia Awards recognise

innovative practices and achievements that are making our communities safer, stronger, more

resilient and better prepared to manage any emergency situation.

Community Engagement Stakeholders Group

In November 2012 the Branch established a Community Engagement Stakeholder Group (CESG)

comprising senior representatives from Emergency Services agencies, Police, Health, Red Cross,

Department of Primary Industries and Local Government and Shires Association. The group

functions as an expert panel to inform the development of policy, programs and tools and enable

greater coordination across the sector. The CESG have contributed to the development of a number

of initiatives including the establishment of a community engagement case study library on the

Ministry’s website.

Emergency Management Training and Exercises

The Resilience and Planning Branch coordinates the delivery of nationally recognised emergency

management training. The Branch funded and coordinated 100 training courses, attended by

approximately 1650 participants from across government and non-government organisations with a

role in NSW emergency management arrangements. The Branch also funded eight district and local

level multi-agency exercises to test emergency management arrangements.

Response and Recovery Branch

Objectives

The Response and Recovery Branch provides leadership and support in rescue, response and

recovery.

Overview

Specifically, the Branch provides:


20

operational support to the State Emergency Recovery Controller (SERCON) and Deputy

SERCON

development and maintenance of recovery policies, plans and procedures

management of the State Emergency Operations Centre (SEOC) and operational support

to the State Emergency Operations Controller (SEOCON) and Deputy SEOCON

high level advice on rescue, emergency response and disaster recovery matters to the

Minister for Police and Emergency Services, the Ministry Chief Executive Officer, the

SERCON and the SEOCON/Deputy SEOCON

executive support to the State Disaster Recovery Advisory Group

support to the NSW State Rescue Board and State Emergency Management Committee

including Functional Area Committees and working groups

representation at national, state, district and local level forums as required

contributions to the development and delivery of training and exercises

contributions to the development and maintenance of emergency plans.

Outcomes

NSW State Disaster Recovery Advisory Group and NSW Recovery Funding Group

The Response and Recovery Branch provided Executive Officer support to meetings of the

State Disaster Recovery Advisory Group and Recovery Funding Group. Chaired by the Deputy

State Emergency Recovery Controller the group met in August, November and May.

Natural Disasters: Response and Recovery 2012-13

The Response and Recovery Branch provided state-level operational and strategic support to

response and recovery operations throughout the natural disaster events of 2012-13, as well

as other emergency events. Support was provided to the SEOCON as part of the response

operation at State level.

Disaster recovery advice and assistance was provided to communities, recovery coordinators

and local and district emergency management and recovery committees. Key areas in which

this occurred include:

Bankstown following a significant apartment fire in September 2012

Ballina, Lismore, Richmond Valley following severe storms in November 2012

Yass, Harden, Cooma-Monaro and Coonabarabran following state-wide bush fires in

January 2013

Grafton, Byron and other North Coast areas following storms and floods in January

2013

Kempsey, Kiama and other areas following storms and floods in February 2013

Corowa and Berrigan Shire, following tornados in March 2013

Natural Disaster Declarations

During the reporting period the following Natural Disasters were declared:


21

Storms, Flooding and Landslides - 22 to 29 June 2013

Shoalhaven, Goulburn Mulwaree, Palerang

Storms, Flooding and Landslide - 23 to 25 May 2013

Nambucca

Severe weather - 21 March 2013

Berrigan, Corowa

Storms and Flooding - From 19 February 2013

Armidale Dumaresq, Ballina, Bellingen, Blue Mountains, Byron, Camden, Cessnock, Clarence

Valley, Coffs Harbour, Dungog, Gloucester, Gosford, Greater Taree, Great Lakes, Hawkesbury,

Kempsey, Kiama, Kyogle, Lismore, Lithgow, Nambucca, Narrabri, Port Macquarie Hastings,

Port Stephens, Randwick, Richmond Valley, Shoalhaven, Upper Hunter, Walcha, Wyong

Storms and Flooding - January 2013

Ballina, Bellingen, Byron, Clarence Valley, Coffs Harbour, Glen Innes Severn, Gloucester,

Great Lakes, Gunnedah, Guyra, Inverell, Kempsey, Kyogle, Lismore, Liverpool Plains, Moree

Plains, Nambucca, Port Macquarie Hastings, Richmond Valley, Tenterfield, Tweed, Upper

Hunter, Wyong

Bushfire - January 2013

Albury, Bathurst, Bega Valley, Berrigan, Bogan, Bland, Blayney, Boorowa, Bourke, Brewarrina,

Cabonne, Carrathool, Central Darling, Cessnock, Cobar, Conargo, Coolamon, Cooma-Monaro,

Coonamble Shire, Cootamundra, Corowa, Cowra, Deniliquin, Dubbo, Eurobodalla, Forbes,

Gilgandra Shire, Goulburn Mulwaree, Greater Hume, Griffith, Gundagai, Gwydir, Harden, Hay,

Jerilderie, Junee, Lachlan, Leeton, Lithgow, Lockhart, Mid-Western Regional, Moree Plains,

Murray, Muswellbrook, Murrumbidgee, Narrabri, Narrandera, Narromine, Oberon, Orange,

Palerang, Parkes, Queanbeyan, Shoalhaven, Singleton, Snowy River, Temora, Tumbarumba,

Tumut, Upper Lachlan, Urana, The Unincorporated Area, Wagga Wagga, Wakool, Walgett,

Warren, Warrumbungle Shire, Weddin, Wellington, Yass Valley, Young

Bushfire - 19 to 28 December 2012

Gunnedah, Liverpool Plains, Upper Hunter


Gloucester


Boorowa, Young


Bourke, Brewarrina, Cobar, Central Darling, Unincorporated Area of NSW


Parkes


Kempsey, Nambucca


Great Lakes


Gwydir, Narrabri, Moree Plains


22

Severe storms - 17 November 2012

Ballina, Lismore, Richmond Valley

Bushfire - October/November 2012

Armidale Dumaresq, Guyra, Kempsey, Walcha

Bushfire - 20 October to 6 November 2012

Clarence Valley

Bushfire - 20 to 26 October 2012

Singleton

Bushfire - 20 October 2012

Greater Taree, Port Macquarie

Bushfire - October 2012

Brewarrina, Bourke, Central Darling, Cobar, Unincorporated Area of NSW


Gloucester, Great Lakes, Upper Hunter


Clarence Valley, Kyogle, Richmond Valley, Tenterfield


Singleton


Port Macquarie Hastings

Bushfire - 6 to 17 September 2012

Clarence Valley, Richmond Valley, Tenterfield


Kiama


Cooma-Monaro, Snowy River

Bushfire - 21 to 26 August 2012

Kempsey

Bushfire - 18 to 30 August 2012

Clarence Valley

Grants

A number of exceptional one-off grants were made to assist primary producers affected by the

disasters. These grants were provided jointly by the NSW and Commonwealth Governments,

and are administered by the Rural Assistance Authority. They were in addition to a range of

low-interest loans, grants and other assistance measures that are automatically available upon

the declaration of a Natural Disaster by the NSW Government.


23

Emergency Response and Disaster Recovery

The Response and Recovery Branch continued to develop projects and responsibilities in the

area of emergency response and disaster recovery, when not responding to disaster

operations.

This included representation and executive support to committees and key stakeholders,

development of supporting tools for the NSW Recovery Plan and the provision of policy advice

to the Chief Executive Officer and Minister.

Disaster Welfare Branch

Objectives

To coordinate the Welfare Services Functional Area and ensure the prompt delivery of welfare

services to people affected by disasters across NSW.

Overview

The Ministry for Police and Emergency Services is the coordinating agency responsible for the

Welfare Services Functional Area (WSFA). The Disaster Welfare Branch undertakes overarching

management of disaster welfare preparedness activities including training and operational

responses to disaster events.

The disaster welfare response is delivered at the local level by staff from the Department of

Family and Community Services (FACS) through evacuation centres and community outreach

visitation. Participating non-government agencies in the WSFA assist by delivering specific

services to people affected by disasters. These community partner agencies are the Australian

Red Cross (personal support and outreach), Adventist Development and Relief Agency (ADRA;

emergency accommodation), the Salvation Army (catering) and Anglicare (material aid and

general support).

The Branch administers the Personal Hardship and Distress component of the NSW Disaster

Relief Scheme, by assessing and determining grants for essential home contents and structural

repairs. This service is delivered by Disaster Welfare Alumni and FACS staff if necessary, in

Recovery Centres or other venues in impacted communities. The Branch also operates the

1800 Disaster Welfare Assistance Line.

Outcomes

Response to Disaster Events

During the 2012-13 financial year, the Disaster Welfare Branch responded to 24 discrete

events. These include the different local government areas impacted by specific weather

events such as the East Coast Low of 19-20 February 2013, northern NSW flooding of 27

January 2013, and widespread bushfires in January 2013. Also included are two tornadoes,

three unit block fires and one building structural collapse. These latter non-natural events

necessitated disaster welfare assistance for evacuated residents with no means of support or

emergency accommodation.

Ten evacuation centres were established in nine locations during the January bushfires with

1,089 people registered. Twelve evacuation centres were established along the mid and north

coasts due to flooding in January and February with 478 people registered. The sustained


24

flooding during this period required significant disaster welfare response with teams of Alumni

working in affected areas until late March 2013. An Assistance and Information Point was

established in Mulwala in March with 130 people registered. An additional evacuation centre

was established in Gosford in October 2012 in response to a bushfire.

For the financial year 2012-13, 207 households were provided emergency accommodation with

72% of these arising from floods/storms. Immediate financial assistance was provided to 49

households, demonstrating that most disaster welfare assistance is provided “in kind”. Grants

for household contents were approved for 210 applicants; grants for structural repairs were

approved for 32 applicants. An additional nine structural grants from 2012-13 events are

forecast to be paid in 2013-14. In total $939,332 has been paid in grants for household

contents and structural repairs.

Across the major natural disaster events, 118 community partner volunteers were deployed.

Teams of Disaster Recovery Chaplains were deployed in the recovery phases of four events,

and a child friendly space was established by Save the Children at Coonabarabran Recovery

Centre. These partner agencies held debriefs for their workers; FACS and Disaster Welfare

Branch debriefed their own staff including the Alumni.

Disaster Welfare Branch established the Warrumbungle Bushfire Support Coordination Service

in Coonabarabran in early February, in conjunction with NSW Health, Barnardos, and

Warrumbungle Shire Council, and in consultation with the Recovery Committee and local

human services agencies including FACS. The service is supported through Category A of the

NDRRA: personal and financial counselling. One full-time coordinator has been employed by

the Ministry and two sessional support workers are sub-contracted through Barnardos. As at

the end of June 2013, 75 households have been assisted by the service, with the provision of

crisis and grief counselling, assistance from various grants and funds, information, advocacy,

problem solving and referral.

Number and Type of Disaster Welfare Services

Type of Disaster 2010-11 2011-12 2012-13

Natural 31 19 20

Other 9 9 4

Total 40 28 24

Non-Government Partner Agency Funding

During the financial year, the four non-government disaster welfare partner agencies

collectively received $130,000 to contribute towards the cost of recruiting and training

volunteers across the state. In addition, several agencies received additional specific project

funding to develop volunteer capacity.

Following the review of the Community Partner arrangements within the WSFA, a strategic

directions paper was developed. This continues to inform service delivery planning and

training, and a new Memorandum of Understanding between the agencies and the Ministry.

This is expected to be finalised early in the 2013-14 financial year.

Arrangements were finalised with Anglicare to provide material aid for evacuees in evacuation

centres, following the withdrawal of the St Vincent de Paul Society from the WSFA. Bedding

requirements on a large scale in evacuation centres are now sourced via the Rural Fire Service.

These new arrangements worked well during 2012-13.


25

Training - staff and volunteers

Disaster Welfare interagency training was delivered in multiple locations across NSW to FACS

staff, staff from other government agencies who assist the WSFA, and volunteers from the

Community Partners and other non-government agencies. Between May and June 2013,

training specific to FACS staff was delivered to 215 staff within Community Services, Ageing

Disability and Home Care and Housing NSW divisions, in 17 locations. The training was

targeted to staff with no experience in Disaster Welfare, to position FACS staff across all its

divisions to undertake disaster welfare duties. The training was well received.

A joint interagency training program across the four partner agencies was piloted in two

locations. Disaster Welfare Branch staff provided consultation to each partner agency

regarding training content and process in their training delivery, and attended partner agency

training sessions and workshops in a range of locations.

The Disaster Welfare Branch has drafted content for e-learning packages on WSFA

arrangements, evacuation centres and psychological first aid.

Disaster Welfare Alumni

Recruitment of Alumni staff continues with a total of 28 and a further four applications being

finalised. All available Alumni were deployed during January-March 2013 and a combined

debrief and development session was held in late April.

State Welfare Services Committee

The Branch convened regular meetings of the State Welfare Services Committee. The

Committee comprises representatives from Government and non-government agencies that

help deliver disaster welfare services. Over the year, the committee has reviewed the summer

2013 bushfires and floods responses, and has received presentations on mass evacuation

centres and community resilience (both from Churchill Fellows), mental health issues in

disasters, and the Warrumbungle Bushfire Support Coordination Service.

Counter Terrorism Branch

Objectives

To lead, coordinate, develop and implement policies and projects relating to the prevention,

preparedness, response and recovery from a terrorist incident.

Overview

The Counter Terrorism Branch works closely with NSW Government, Commonwealth and other

State and Territory Government agencies, businesses and the community in relation to counter

terrorism initiatives, strategies, projects and arrangements.

The Counter Terrorism Branch undertakes, on the Minister’s behalf, the design and

management of innovative and sensitive projects that require coordination of Government

agencies and resources. These subject areas are complex in that they involve all tiers of

Government and multiple agencies to deliver services to a wide range of stakeholders.


26

Outcomes

Chief Executives’ Counter Terrorism Coordinating Group

The Counter Terrorism Branch provides the Secretariat to the Chief Executives’ Counter

Terrorism Coordinating Group (CECTCG). This Group is responsible for the full range of

capabilities required to meet the threat of terrorism in NSW. This Committee met twice in the

reporting period to progress a number of issues relating to the NSW Government’s counter

terrorism functions. The CECTCG supports the Cabinet Standing Committee on Counter

Terrorism and Emergency Management which is chaired by the Premier.

Strategic Review of Counter Terrorism Capability and Governance Arrangements

In 2012-13 the CECTCG agreed to a strategic review of counter terrorism capabilities and

governance arrangements in NSW by the Ministry. The results of the review were the

identification of ten key themes on which to base future priorities of the CECTCG.

Discussion Exercise

The CECTCG, supported by the Ministry, NSW Police Force and Transport for NSW has

conducted a multi phase discussion exercise focused on the strategic, policy level decision

making processes in NSW. The exercise was intended to practice the functions of the NSW

Crisis Policy Committee in response to an act of terrorism in Sydney. The final phase of this

exercise will occur in 2013-14.

Australia New-Zealand National Counter Terrorism Committee The Ministry is a member of the Australia New-Zealand Counter-Terrorism Committee

(ANZCTC). The ANZCTC has responsibility for coordinating an effective nationwide counter

terrorism capability. It met twice in the reporting period.

The Counter Terrorism Branch provided ongoing support to ANZCTC Sub Committees,

including the Capability Steering Group; Crisis Coordination and Communications Capability

Sub Committee; the Chemical, Biological, Radiological Nuclear Security Sub Committee; the

Countering Violent Extremism Sub Committee and the Public Information Sub Committee.

NSW Counter Terrorism Plan

The Counter Terrorism Branch supports the NSW Police Force’s Counter Terrorism and Special

Tactics Command to monitor, review and update the NSW Counter Terrorism Plan as required.

A formal review of the NSW Counter Terrorism Plan was planned for 2012-13, however was

superseded by the Strategic Review of Counter Terrorism in NSW. The outcomes of the

Strategic Review, will inform the revision of the NSW Counter Terrorism Plan in 2013-14.

Countering Violent Extremism

The Ministry is a member of the Countering Violent Extremism Sub Committee (CVESC) of the

ANZCTC and chairs the Strategic Advisory Group to the CVESC.

Further to supporting the national CVE program the Ministry chairs the NSW Countering

Violent Extremism Advisory Group (CVEAG) which was established in 2012-13. The CVEAG is

an advisory group to the CECTCG and oversees the NSW Government approach to violent

extremism and the radicalisation of at-risk individuals


27

In 2013-14 the work of the CVEAG will primarily be to map services in NSW that will be

appropriate for the introduction of programs in development at the national level and

determine how they might be piloted or implemented in NSW.

Chemicals of Security Concern

The Counter Terrorism Branch continued to support the implementation of the National

Chemical Security Management Framework. This included the coordination of risk assessments

for eleven precursor chemicals to homemade explosives and the process of completing a

Regulatory Impact Statement (RIS) and Decision RIS for these eleven chemicals.

The Branch has actively contributed to the development of a draft voluntary National Code of

Practice for Chemicals of Security Concern which will be finalised and launched early in 2013-

14.

Critical Infrastructure

The Counter Terrorism Branch works closely with the Protection Programs Unit in the NSW

Police Force Counter Terrorism and Special Tactics Command to provide advice and assistance

to owners and operators of NSW critical infrastructure. In 2011-12, work commenced to

replace this framework with a NSW Critical Infrastructure Protection and Resilience Strategy.

This comprehensive reworking of the NSW strategy for protecting critical infrastructure

continued through 2012-13.

The Counter Terrorism Branch continued to maintain the NSW Critical Infrastructure database

in conjunction with NSW Police Force, to ensure accurate asset and contact information is

available to emergency first responders. This database forms part of the NSW Counter

Terrorism System.

secureNSW

The Counter Terrorism Branch maintains the secureNSW website, the NSW Government's

primary source of public information on counter terrorism arrangements in NSW. The Ministry

provides project management for the website and secretariat support to the secureNSW

Steering Committee (sNSW-SC).

The sNSW-SC, chaired by the NSW Police Force, is a subcommittee of the CECTCG. The

secureNSW Steering Committee's work plan is designed to increase public awareness of the

NSW Government’s counter terrorism arrangements and ensure the distribution of key

messages to the general public.

In 2012-13 secureNSW saw a dramatic increase in the performance of the website, driven by

revisions to content, and support from the NSW Police Force’s Corporate Communications

Unit.

In April 2013 the terrorist attack in Boston, Massachusetts USA raised the levels of interest in

the NSW counter terrorism arrangements. secureNSW was used as the NSW Government’s

key portal for information on the events in Boston, including information on the event, the

NSW Police Force’s response to the event and the relevant information on the arrangements to

prevent, prepare for, respond to and recover from an incident of terrorism in NSW.

State Crisis Centre

The Counter Terrorism Branch maintains the equipment and facilities of the State Crisis Centre

and is responsible for the standard operating procedures and readiness of the Centre.


28

Boards and Committees Unit

Objectives

To provide executive support to the State Emergency Management Committee, State

Rescue Board, NSW members of the Australia-New Zealand Emergency Management

Committee and other relevant committees.

To lead, coordinate, develop and implement policies and projects concerning emergency

management.

Overview

The Unit works closely with the Chairs of the State Emergency Management Committee, the

State Rescue Board, and their respective members to ensure their efficient and effective

operation.

In 2012-13, the Unit also provided executive support on individual projects, including the

Independent Hazard Reduction Audit Panel and the Council for Emergency Volunteers.

Outcomes

State Emergency Management Committee

During the reporting period the State Emergency Management Committee met four times.

The Committee comprises agencies responsible for the multiple aspects of emergency

management. This includes NSW Police Force, Fire & Rescue NSW, Ambulance Service of

NSW, the NSW Rural Fire Service and the NSW State Emergency Service, as well as other

significant lead and supporting agencies such as Transport for NSW, NSW Health and the

Department of Premier and Cabinet.

It is the Committee’s role to coordinate the work of all member agencies to ensure NSW has

appropriate systems and arrangements in place to prevent, prepare for, respond to and

recover from the effects of hazards that impact on the community.

During the reporting period, the Ministry led the drafting of the State Emergency Management

Plan (EMPLAN), which was approved by the Minister in December 2012. EMPLAN replaced the

State Disaster Plan, and provides a high level strategic and policy overview of emergency

management arrangements in NSW.

State Rescue Board During the reporting period, the State Rescue Board met four times. The State Rescue Board

is established under the State Emergency and Rescue Management Act 1989. The principal

function of the State Rescue Board is to ensure the maintenance of efficient and effective

rescue services throughout NSW.

The State Rescue Board comprises representatives from key rescue agencies including the

NSW Police Force, Fire & Rescue NSW, Ambulance Service of NSW, NSW State Emergency

Service, NSW Volunteer Rescue Association and Marine Rescue NSW. The State Rescue Board

is chaired by the Commissioner of the NSW Rural Fire Service as an independent agency.

The Boards and Committees Unit also provides executive support to the State Rescue Board

Policy Advisory Committee. The Policy Advisory Committee was established to consider and

provide advice to the State Rescue Board on rescue policy and other issues as requested. The

Committee comprises senior representatives of emergency service agencies and organisations.


29

The State Rescue Board has also established six working groups to assist in the exercise of its

functions: State Rescue Policy Review Working Group, Multi Agency Rescue Exercises Working

Group, Rescue Training Working Group, Vertical Rescue Working Group, Rural Service Delivery

Model Working Group and the Rescue Data Working Group.

Australia-New Zealand Emergency Management Committee

At the beginning of 2012, New Zealand was invited to become a member of the National

Emergency Management Committee. New Zealand formally became a member in October

2012, and the Committee was renamed as the Australia-New Zealand Emergency

Management Committee (ANZEMC).

In the reporting period, the ANZEMC met once in person and three times by way of

teleconference/video conference. The ANZEMC is the national consultative emergency

management forum, and works to strengthen the nation’s disaster resilience by providing

strategic leadership on nation-wide emergency management policy.

The Committee is also the senior officials’ body supporting the emergency management

aspects of the Standing Council on Police and Emergency Management (SCPEM). Boards and

Committees is responsible for the coordination and preparation of SCPEM papers relating to

the emergency management portfolio. The Unit also provides executive support to the national

Fuel Loads Working Group, a subcommittee to ANZEMC.

Independent Hazard Reduction Audit Panel

The NSW Government committed to establishing the Independent Hazard Reduction Audit

Panel prior to the 2011 election. The aim of the Panel was to conduct a review of hazard

reduction programmes across NSW and to provide recommendations to the Minister in relation

to potential enhancements.

In August 2012, the Panel released the Discussion Paper Enhancing Hazard Reduction in New

South Wales for public comment. The Panel then conducted five public consultations from

September to November in the Blue Mountains, Tamworth, Batemans Bay, Orange and Coffs

Harbour. These consultations were well attended by community members with an interest in

hazard reduction.

The Panel drew on the advice received at the public consultations and contained in the written

submissions to prepare, Enhancing Hazard Reduction in NSW Report, which was submitted to

the Minister in April 2013.

Council of Emergency Volunteers

The Council of Emergency Volunteers was established in early 2012 to engage emergency

volunteers in the decision making process about matters that effect them. The Council is

chaired by Mr Geoff Provest MP, Parliamentary Secretary for Police and Emergency Services.

The Council has met twice in the reporting period, and has considered issues such as how to

support the employers of volunteers and how to engage people from culturally and

linguistically diverse backgrounds, to build resilience and capacity in the community, to

achieve growth in the volunteer sector.


30

Human Resources

Organisational structure

The Organisational Chart shows the Ministry’s structure as at 30 June 2013.


31

Senior Staff Profiles

The Chief Executive Officer is responsible to the Minister for the strategic direction and

efficient operation of the Ministry. The Ministry provides a single source of advice and

coordination in the Police and Emergency Services portfolio.

The Divisions that support the Chief Executive Officer are the Counter Terrorism and Disaster

Resilience Division and the Policy and Finance Division.

Les Tree AM, Chief Executive Officer

Mr Tree retired from the position of Chief Executive Officer on 5 April 2013, after forty two

years in the NSW public sector. Mr Tree was the Chief Executive Officer of the Ministry for

Police and Emergency Services from its establishment in April 2011. Prior to that, he had been

appointed Director-General to the former Ministry for Police in March 1997. He had also held

senior positions in a number of government agencies, including the Department of Premier

and Cabinet.

Mary-Louise Battilana

Ms Battilana has been the Executive Director, Policy and Finance Division since the Ministry

was established. Ms Battilana was formerly Policy Director of the Law Enforcement Policy

Branch in the Department of Premier and Cabinet. She has held management positions in a

number of agencies.

Ms Battilana served as Acting Chief Executive Officer from April 2013 until the end of the

reporting period.

Feargus O’Connor

Mr O’Connor has been the Executive Director, Counter Terrorism and Disaster Resilience since

the Ministry was established in April 2011. Mr O’Connor was previously a Director in the

Department of Premier and Cabinet, Security and Recovery Coordination Branch. He has held

management positions in a number of other agencies.

Staff Overview

Ministry for Police and Emergency Services staff profile and classifications

Grade 2012 2013

SES 3 3

Senior Officer 12 13

Clerks 70 66

Total 85 81

Total CES/SES positions filled by women at 30 June 2013

2012 2013

1 1

Ministry salaries and allowances are in accordance with the Public Sector Employment and

Management Act 2002 and Crown Employees (Public Sector Salaries 2008) Award.


32

Percentage of Staff by Grading - Full Time Equivalent (FTE)

Remuneration level of

substantive position

Total

Staff

Count

Men

(%)

Women

(%)

Aboriginal

People and

Torres Strait

Islanders (%)

People from

racial, ethnic,

ethno-religious

minority groups

(%)

People whose

language first

spoken as a

child was not

English (%)

People with

a disability

(%)

People with a

disability

requiring work-

related

adjustment (%)

$0 - $41,679 0 0.0 0.0 0.0 0.0 0.0 0.0 0.0

$41,679 - $54,742 2 50.0 50.0 0.0 0.0 0.0 0.0 0.0

$54,742 - $61,198 2 0.0 100.0 0.0 0.0 0.0 0.0 0.0

$61,198 - $77,441 9 33.3 66.7 0.0 0.0 40.0 0.0 0.0

$77,441 - $100,145 19 31.6 68.4 0.0 8.3 8.3 0.0 0.0

$100,145 - $125,181 34 29.4 70.6 0.0 7.7 15.4 0.0 0.0

$125,181 > (Non SES) 13 23.1 76.9 0.0 0.0 25.0 0.0 0.0

$125,181 > (SES) 2 50.0 50.0 0.0 0.0 0.0 0.0 0.0

Total 81 29.6 70.4

Equal Employment Opportunity (EEO)

The Ministry’s Senior Officers take responsibility to respond to EEO-related enquiries from the

Ministry staff, the coordination of EEO related initiatives within the Ministry, recruitment

according to EEO principles and the dissemination of EEO information.

Trends in the Representation of EEO Groups

Trends in the Distribution of EEO Groups

Note 1: A Distribution Index of 100 indicates that the centre of the distribution of the EEO group across salary levels is equivalent to that of other staff. Values less than 100 mean that the EEO group tends to be more concentrated at lower salary levels than is the case for other staff. The more pronounced this tendency is, the lower the index will be. In some cases the index may be more than 100, indicating that the EEO group is less concentrated at lower salary levels. Note 2: The Distribution Index is not calculated where EEO group or non-EEO group numbers are less than 20.

EEO Group Benchmark 2012 2013

Women 50% 65.9 70.4

Aboriginal people and Torres Strait Islanders 2.6% 0.0 0.0

People whose first language spoken as a child was not English 19.0% 12.0 16.9

People with a disability N/A 0.0 0.0

People with a disability requiring work-related adjustment 1.5% 0.0 0.0

EEO Group Benchmark 2012 2013

Women 100 101 101

Aboriginal people and Torres Strait Islanders 100 N/A N/A

People whose first language spoken as a child was not English 100 N/A N/A

People with a disability 100 N/A N/A

People with a disability requiring work-related adjustment 100 N/A N/a


33

Disability Plan

The Ministry recognises the principle that people living with disabilities have the same rights

and entitlements as all Australians. As the Ministry provides few services directly to the general

community, issues of public access to Ministry premises are not critical. Ministry premises do,

however, have disabled access and facilities and the capability to provide alternatives such as

teleconference when required.

Work Health and Safety

The Ministry is dedicated to creating and maintaining a safe working environment where open

communication and trust fosters a positive and just safety culture throughout the organisation

to ensure that our employees, contractors and visitors are safe from injury and that

workplace-related illness and risks are pro-actively managed to minimise incidents.

The foundation of the Ministry’s safety policy is summarised in these principles:

Good safety performance requires planning, training, consultation, supervision and

accountability

Risks are identified and either eliminated or effectively managed

All requirements of work health safety legislation are met

We are all responsible for safety.

Considerable work was undertaken to enhance the Ministry’s Work Health and Safety system.

A Work Health and Safety section was established on the intranet. The intranet now has

documents and resources relating to:

Work Health and Safety (WHS) Policy

WHS System Responsibilities

WHS System Objectives and Targets

Minutes of WHS meetings

A guide to the WHS legislation

Notifications of injury, illness, exposure or near-miss forms

Ergonomic guides

The Ministry’s Employee Assistance Program

Critical Incident Support

Fatigue Management.

During the reporting period, the Ministry received three notifications of injury, illness, exposure

or near-miss. No incidents were notifiable incidents as defined in Section 35 of the Work Health

and Safety Act 2011.


34

Organisational Management

The Ministry for Police and Emergency Services aims to be an organisation that facilitates and

encourages the achievement of Government and Ministry objectives.

Guarantee of Service

The Ministry for Police and Emergency Services values integrity and teamwork. It takes pride

in every member of staff fulfilling their commitment to provide a high quality of service for the

purposes of the Minister. Ministry officers undertake to lawfully discharge this duty with

integrity, accountability, honesty, fairness and equity. In addition, Ministry officers at all times

act to ensure that they are responsive to community needs and maintain the utmost respect

for individual differences, rights and freedoms.

Consultancies

The Ministry engages consultants for specialised work or reviews where there is no

in-house expertise.

Table A: Consultants Engaged Equal to or Greater than $50,000

Name Cost Project Description

PriceWaterhouseCoopers $59,798 Emergency Services Efficiency Review

Table B: Consultants Engaged for Less than $50,000

Category Count Cost

Finance and Accounting 4 $70,141

Legal

Environmental

Organisational Review 1 $40,500

Information Technology

Management Services 5 $84,902

Engineering

Training

Customer Service

Total Consultancies less than $50,000 10 $195,543

Consumer Response

The Ministry has not received any formal complaints or suggestions about its services. The

Chief Executive Officer deals with service quality issues, in consultation with the Minister, as

they arise.

Privacy Management

The Privacy and Personal Information Protection Act 1998 aims to protect the privacy of

individuals from the inappropriate collection, storage, use and disclosure of personal

information by NSW public sector agencies. It is based on 12 information principles which

establish the acceptable standards for using personal information in appropriate ways. The

Ministry has a Privacy Management Plan to provide guidance to Ministry staff in relation to

information privacy.


35

Waste Reduction and Purchasing Policy

The Ministry for Police and Emergency Services acts in accordance with the Government’s

Waste Reduction and Purchasing Policy. The Ministry uses practices to save paper by means of

the extensive use of email, computer-generated forms and the internet. Ministry employees

use recycled paper, where practicable, and recycled toner in office equipment such as

photocopiers, printers and facsimile machines.

Government Information (Public Access) Act 2009 (GIPAA)

The Ministry makes information available to the public through several websites that it

administers. These are:

www.mpes.nsw.gov.au

www.watersafety.nsw.gov.au

www.secure.nsw.gov.au (a joint initiative of the Ministry and the NSW Police Force)

In March 2012, a review was carried out by the Ministry under section 7(3) of the Act. No

additional information to be made publicly available was identified as a result of the review.

A total of five access applications were received by the agency during the reporting year.

One application for access received by the Ministry during the reporting year was partly

refused because the application was for the disclosure of information referred to in Schedule 1

to the Act (Information for which there is conclusive presumption of overriding public interest

against disclosure).

Statistical information about the 2012-13 access applications can be found in Appendix D –

Government Information (Public Access) Act 2009.

Public Interest Disclosures

The Ministry received no public interest disclosures in the reporting period.


36

Financial Management

Financial Summary 2012-13

The Ministry’s financial performance in the reporting period was sound. The Auditor-General’s

audit of the Ministry’s financial statements for the year ended June 2013 resulted in an

unmodified opinion.

Auditor-General's opinion

The Auditor-General has expressed an unmodified opinion on the Ministry’s annual financial

statements.

Major Assets

Office fit-outs, equipment such as photocopiers, PABX system and websites are the Ministry’s

only major assets.

Credit Card certification

The Ministry has a Corporate Credit Card Policy which complies with NSW Treasury’s Policies

and Guidelines and Treasurer Directions. Cardholders are to observe, and discharge their

responsibilities, in accordance with the policy.

The use of approved credit cards for payment of expenses is satisfactory and in accordance

with the Premier’s Memoranda and Treasurer’s Directions.

Risk Management and Insurance Activities

Insurance policies with the Treasury Managed Fund cover the Ministry for the following

financial risks: workers compensation, motor vehicles, property, liability and miscellaneous

exposure.

Annual Report production

The Annual Report production costs were kept to a minimum.

Overseas Travel

Dates: 6-14 April 2013

Officer: Ms Wendy Graham

Director, Disaster Resilience

Destination: United Kingdom (funded by the British Red Cross)

Purpose: Present at the British Red Cross Disaster Resilience Conference

Dates: 12-15 June 2013

Officer: Mr Feargus O’Connor

Executive Director, Counter-Terrorism and Disaster Resilience

Destination: New Zealand

Purpose: Attend meeting of the Australian-New Zealand Counter-Terrorism Committee


37

Internal Audit and Risk Management Attestation for the 2012-2013 Financial Year for the

Ministry for Police and Emergency Services

I, Vicki D’Adam, am of the opinion that the Ministry for Police and Emergency Services

has internal audit and risk management processes in place that are, excluding the

exception described below, compliant with the core requirements set out in Treasury

Circular NSW TC 09/08 Internal Audit and Risk Management Policy.

I, Vicki D’Adam, am of the opinion that the internal audit and risk management

processes for the Ministry depart from the core requirements set out in Treasury Circular

NSW TC 09/08 and that (a) the circumstances giving rise to these departures have been

determined by the Portfolio Minister and (b) the Ministry is implementing the following

practicable alternative measures that will achieve a level of assurance equivalent to the

requirement:

Ministerially Determined

Departure

Reason for Departure and Description of Practicable

Alternative Measures

The independent chair of the

Audit and Risk Committee

provided financial services,

including advice on the

establishment of the 2010/11

budget allocation, during the

establishment of the Ministry.

The independent chair is a former senior public sector

finance professional. He is also an experienced chair and

independent member of Audit and Risk Committees. The

services that he performed for the Ministry do not

compromise his ability to act independently. He no longer

performs services for the Ministry. No alternative

measures, additional to this declaration, are required.

These processes provide a level of assurance that enable the senior management of the

Ministry to understand, manage and satisfactorily control risk exposures.

I, Vicki D’Adam, am of the opinion that the Audit and Risk Committee for the Ministry is,

with the exception noted above, constituted and operates in accordance with the

independence and governance requirements of Treasury Circular NSW TC 09/08. The

Chair and Members of the Audit and Risk Committee are:

Independent Chair: Mr Ken Barker (27 March 2012 to 27 March 2016)

Independent Member: Mr John Stubbs (27 March 2012 to 27 March 2015)

Non-Independent Member: Ms Mary-Louise Battilana (27 March 2012 to 27

September 2015)

Vicki D’Adam

Chief Executive Officer


38

Appendices

A. Executive performance

B. Chief Executive Officer’s Performance Statements

C. Ministerial Grants 2012-13

D. Account payment performance

E. Government Information (Public Access) Act 2009

F. Financial reports


39

A. Executive Performance

SES Performance Statements and Remuneration

There was one senior executive service officer of level 5 and above in the Ministry for Police

and Emergency Services during the reporting period. Ms Mary-Louise Battilina acted as Chief

Executive Officer from Mr Les Tree’s retirement commencing on 8 April 2013 until the end of


Mr Les Tree AM

Chief Executive Officer

Appointed: April 2011, CES Level 7

Remuneration as at April 2013: $390,000

Level 33 Governor Macquarie Tower, 1 Farrer Place, Sydney NSW 2000 Phone: (61 2) 9228 5257 Fax: (61 2) 9228 5724 Email: [email protected]

The Hon Michael Gallacher MLC Leader of the Government in the Legislative Council Minister for Police and Emergency Services Minister for the Hunter

CHIEF EXECUTIVE OFFICER’S PERFORMANCE STATEMENT The performance of Mr Les Tree as Chief Executive Officer for the period 1 July 2012 to his retirement on 5 April 2013 was very satisfactory. Mr Tree was a committed public servant and great asset to the police and emergency services portfolio. Mr Tree oversaw the implementation of government responses to some of the most significant threats to our state’s security and major natural disasters. Ms Mary-Louise Battilana acted as Chief Executive Officer from Mr Tree’s retirement until the end of the financial year. This ensured that effective leadership was maintained. Advice on major issues affecting the police, law enforcement and emergency services portfolio continued to be relevant, timely and accurate. Legislative development of major policy initiatives and other projects was satisfactorily undertaken. A number of significant projects were effectively managed. Support for the Minister for Police and Emergency Services was efficiently provided. Government policy has been supported and maintained and a significant contribution made to policy development in the portfolio. This Annual Report represents a statement of the activities and achievements of the Ministry for Police and Emergency Services and, as such, reflects the performance of the agencies Executives. The Hon Michael Gallacher MLC Minister for Police and Emergency Services


41

B. Ministerial Grants 2012-13

2012-13 POLICE AND EMERGENCY SERVICES GRANTS


NSW Police Legacy $6,000 Child safety handbook

$6,000 Child Safety Handbook

NSW Police Force $1,000 Police Remembrance Day - Griffith LAC

NSW Police Legacy $5,000 Educational programs for children of deceased officers

NSW Police Legacy $5,400 Child Safety Handbook

NSW Police Force - St George LAC $5,000 Emily Newman Appeal

NSW Police Legacy $5,400 Child Safety Handbook

NSW Police Force $1,000 Beverley Lawson Memorial Award

NSW Police RSL Sub-Branch $550 ANZAC Day Luncheon

Police Citizens Youth Club $5,000 BlueStar and Nation of Origin programs

NSW Police Force $92,000 Defibrillators for police stations

NSW Police Force $4,175 Pacific Islander Mentoring Program

NSW Police Force $11,350 Wise Up Youth Program

NSW Police Force $3,500 Domestic violence posters

NSW Police Force $15,000 Partnerships at Court DVD

Marine Rescue NSW Newcastle Unit $5,000 BBQ and trailer for fundraising and community events

Marine Rescue NSW $25,000 State Volunteers Leaders conference

Shannons Flat / Yaouk Rural Fire Brigade $4,000 Installation of radio repeater

Volunteer Rescue Association (Coonabarabran)

$1,900 Training room laptops and software

Volunteer Rescue Association (Dubbo) $1,800 Control room computer and software

Volunteer Rescue Association (Narrandera) $1,900 Training room chairs

Volunteer Rescue Association (WICEN) $2,070 Automatic radio tracking

State Emergency Service (Deepwater) $5,000 Unit headquarters upgrade

State Emergency Service (Mungindi) $5,000 Unit headquarters upgrade

State Emergency Service (Southern Highlands)

$5,000 Leadership development

State Emergency Service (Mudgee) $4,000 Unit headquarters upgrade

State Emergency Service (Cootamundra) $4,200 Unit headquarters upgrade

State Emergency Service (Tamworth) $5,000 Unit headquarters upgrade

State Emergency Service (Wee Waa) $5,000 Unit headquarters upgrade

State Emergency Service (Uralla) $4,000 Unit headquarters upgrade

State Emergency Service (Dubbo) $5,000 Unit headquarters upgrade

State Emergency Service (Southern Highlands)

$5,000 Unit headquarters upgrade

State Emergency Service (Walgett) $1,500 Unit headquarters upgrade

State Emergency Service (Macquarie Region) $5,000 PPE kit bags

Fire & Rescue NSW $9,500 Toolkit and Young professionals network

Rural Fire Service $10,000 RFS cadet program

Fire & Rescue NSW $11,400 Project Sapphire (installation of hydrant reflectors)

Rural Fire Service $10,000 Promotional video for recruitment and retention kit


42

2012-2013 GRANTS TO OTHER ORGANISATIONS


Rotary Club of Minnamurra $1,500 Emergency Services Expo

Star Sydney Pty Ltd $7,500 2012 Special Children's Christmas Party

St Joseph's Youth Services $10,000 Cool Heads youth program in Tweed Heads

Kiama Surf Life Saving Club $2,000 Support club activities (incl. printing of fundraising book)

Rotary Clubs of NSW $1,000 Police Officer of the Year Awards

Star Sydney Pty Ltd $7,500 2013 Special Children's Christmas Party

Total $326,145


43

C. Account Payment Performance

The provision of Accounts Payable Services for the Ministry is provided by Fire & Rescue NSW.

There have been no instances leading to payments of interest on overdue accounts under

Clause 13 of the Public Finance and Audit Regulation 2010 and Treasury Circular TC 11/12.

There have been no complaints received by the Accounts Complaints Officer referred to in

Clause 13 of the Public Finance and Audit Regulation 2010.

Aged Analysis at the end of each quarter

2012-13

Quarter Current (ie,

within due

date)

Less than

30 days

overdue

Between

30 and 60

days

overdue

Between

61 and 90

days

overdue

More than

90 days

overdue

All Suppliers

September $47,759 $29,222 $14,734 $214 0

December $7,453 $4,130 0 0 0

March $194,906 $9,260 0 0 0

June 0 $82 0 0 0

Small Business Suppliers

September 0 0 0 0 0

December 0 0 0 0 0

March 0 0 0 0 0

June 0 0 0 0 0

Accounts due or paid within each quarter

2012-13

Measure Sept Dec Mar June

Number of accounts due for payment 676 432 406 555

Number of accounts paid on time 637 402 377 512

Actual percentage of accounts paid on time

(based on number of accounts)

94% 93% 93% 92%

$’000 $’000 $’000 $’000

Dollar amount of accounts due for payment 20,665 4,575 9,316 9,371

Dollar amount of accounts paid on time 20,305 4,451 8,664 9,220

Actual percentage of accounts paid on time

(based on $)

98% 97% 93% 98

Number of payments for interest on overdue

accounts

0 0 0 0

Interest paid on overdue accounts 0 0 0 0


44

Accounts due or paid within each quarter

2012-2013

Sept Dec Mar June

Small Business Suppliers*

Number of accounts due for payment to small businesses

0 0 0 0

Number of accounts due to small businesses paid on time

0 0 0 0

Actual percentage of small business accounts paid on time (based on number of accounts)

0 0 0 0

Dollar amount of accounts due for payment to small businesses

0 0 0 0

Dollar amount of accounts due to small businesses paid on time

0 0 0 0

Actual percentage of small business accounts paid on time (based on $)

0 0 0 0

Number of payments to small business for interest on overdue accounts

0 0 0 0

Interest paid to small businesses on overdue

accounts

0 0 0 0

*There were no accounts due or paid during 2012-13 for registered small businesses.


45

D. Government Information (Public

Access) Act 2009

Statistical Information about Access Applications 2012-13

Table A: Number of Applications by Type of Applicant and Outcome

Access granted

in full

Access granted in part

Access refused

in full Information

not held

Information already

available

Refuse to deal with

Application

Refuse to confirm/

deny whether

information is held

Application withdrawn

Media - - - - - - - - Members of Parliament

5 - - 4 - - - -

Private Sector - - - - - - - - Not-for-profit organisations or community groups

- - - - - - - -

Members of the public (legal Representative

- - - - - - - -

Members of the public (other)

- - - - - - - -

* More than one decision can be made in respect of a particular access application. If so, a recording must be made in relation to such decision. This also applies to Table B.

Table B: Number of Applications by Type of Application and Outcome

Access granted in

full

Access granted in

part

Access refused in

full Information

not held

Information already

available

Refuse to deal with

Application

Refuse to confirm/

deny whether

information is held

Application withdrawn

Personal information applications*

- - - - - - - -

Access applications

(other than personal information applications)

5 - - 4 - - - -

Access applications that are partly personal information applications and partly other

- - - - - - - -

* A personal information application is an access application for personal information (as defined in clause 4 of Schedule 4 to the Act) about the applicant (the applicant being an individual).


46

Table C: Invalid Applications

Reason for Invalidity Number of Applications

Application does not comply with formal requirements (section 41 of the Act) -

Application is for excluded information of the agency (section 43 of the Act) -

Application contravenes restraint order (section 110 of the Act) -

Total number of invalid applications received -

Invalid applications that subsequently became valid applications -

Table D: Conclusive presumption of overriding public interest against disclosure: matters listed in

Schedule 1 to Act

Number of

Times

Consideration

used*

Overriding secrecy laws -

Cabinet Information -

Executive Council information -

Contempt -

Legal professional privilege -

Excluded information -

Documents affecting law enforcement and public safety -

Transport safety -

Adoption -

Care and protection of children -

Ministerial code of conduct -

Aboriginal and environmental heritage - * More than one public interest consideration may apply in relation to a particular access application and, if so, each such consideration is to be recorded (but only once per application). This also applies in relation to Table E.

Table E: Other Public Interest Considerations Against Disclosure: Matters listed in Table to Section

14 of the Act

Number of occasions

when application not

successful

Responsible and effective government -

Law enforcement and security -

Individual rights, judicial processes and natural justice -

Business interests of agencies and other persons -

Environment, culture, economy and general matters -

Secrecy provisions -

Exempt documents under interstate Freedom of Information

Legislation

-


47

Table F: Timeliness

Number of Applications

Decided within the statutory timeframe (20 days plus any extensions) 5

Decided after 35 days (by agreement with applicant) 0

Not decided within time (deemed refusal) 0

Total 5

Table G: Number of applications reviewed under Part 5 of the Act (by type of review and outcome)

Decision

varied

Decision

upheld

Total

Internal review 1 - 1

Review by Information Commissioner - - -

Internal review following recommendation under

section 93 of the Act

- - -

Review by Anti Discrimination Tribunal - - -

Total 1 - 1 * The Information Commissioner does not have the authority to vary decisions, but can make recommendations to the original decision-maker. The data in this case indicates that a recommendation to vary or uphold the original decision has been made by the Information Commissioner.

Table H: Applications for Review under Part 5 of the Act (by type of applicant)

Number of

applications for

review

Applications by access applicants 1

Applications by persons to whom information the subject of

access application relates (see section 54 of the Act) -


48

E. Financial Reports Independent Auditors Report


49


50

Financial Statements for the Year Ended 30 June 2013

Pursuant to section 45F(1B) of the Public Finance and Audit Act 1983, I, the Chief Executive Officer for the Ministry for Police & Emergency Services, declare that in my opinion: 1. The accompanying financial statements exhibit a true and fair view of the financial position and financial performance of the Ministry for Police & Emergency Services for the financial year ended 30 June 2013. 2. The financial statements have been prepared in accordance with the applicable accounting standards (which include Australian Accounting Interpretations), the requirements of the Public Finance and Audit Act 1983, the Public Finance and Audit Regulation 2010 and the provision of Financial Reporting Directions published in the Financial Reporting Code for Budget Dependent General Government Sector Agencies or issued by the Treasurer. Further, I am not aware of any circumstances which would render any particulars included in the financial statements to be misleading or inaccurate.

Feargus O’Connor Acting Chief Executive Officer Date: 16 September 2013


51

Ministry for Police & Emergency Services

Statement of comprehensive income for the year ended 30 June 2013

Notes Actual

Budget

Actual

2013

2013

2012

$' 000

$' 000

$' 000

Expenses excluding losses

Operating expenses Employee related 2(a) 10,919

10,765

10,501

Other operating expenses 2(b) 6,575

10,367

5,986

Depreciation and amortisation 2(c) 286

62

318

Grants and subsidies 2(d) 29,134

35,808

33,621

TOTAL EXPENSES EXCLUDING LOSSES

46,914

57,002

50,426

Revenue

Investment revenue

528

400

591

Grants and contributions 3(a) 51,242

52,292

46,344

Other revenue 3(b) 1,481

200

594

Acceptance by the Crown Entity of employee benefits and other liabilities 4 481

497

519

Total revenue

53,732

53,389

48,048

Gain/(loss) on disposal 5

4

-

-

Net result

6,822

(3,613)

(2,378)

Other comprehensive income

-

-

-

TOTAL COMPREHENSIVE INCOME

6,822

(3,613)

(2,378)

The accompanying notes form part of these financial statements


52


Statement of financial position as at 30 June 2013

Notes Actual

Budget

Actual

2013

2013

2012

$' 000

$' 000

$' 000

ASSETS

Current Assets

Cash and cash equivalents 7 19,383

9,243

13,657

Receivables 8 690

1,510

2,404

Total Current Assets

20,073

10,753

16,061

Non-Current Assets

Property,plant & equipment 9

- Plant and equipment

45

213

50

- Motor vehicles

-

-

14 - Leasehold improvements

429

960

665

Total property, plant and equipment

474

1,173

729

Intangible assets 10

28

26

9

Total Non-Current Assets

502

1,199

738

Total Assets

20,575

11,952

16,799

LIABILITIES

Current Liabilities

Payables 11 1,130

1,111

4,946

Provisions 12 1,606

1,087

1,032

Total Current Liabilities

2,736

2,198

5,978

Non-Current Liabilities

Provisions 12 196

-

-

Total Non-Current Liabilities

196

-

-

Total Liabilities

2,932

2,198

5,978

Net Assets

17,643

9,754

10,821

EQUITY

Accumulated funds

17,643

9,754

10,821

Total Equity

17,643

9,754

10,821



53


Statement of changes in equity for the year ended 30 June 2013

Accumulated

Funds Total

$' 000 $' 000

Balance at 1 July 2012 10,821 10,821

Net result for the year 6,822 6,822

Other comprehensive income - -

Total other comprehensive income - -

Total comprehensive income/(loss) for the year 6,822 6,822

Balance at 30 June 2013 17,643 17,643

Balance as at 1 July 2011 13,199 13,199

Net result for the year (2,378) (2,378)

Other comprehensive income - -

Total other comprehensive income - -

Total comprehensive income/(loss) for the year (2,378) (2,378)

Balance at 30 June 2012 10,821 10,821



54

Ministry for Police & Emergency Services Statement of cash flows

for the year ended 30 June 2013

Notes Actual

Budget

Actual

2013

2013

2012

$' 000

$' 000

$' 000

CASH FLOWS FROM OPERATING ACTIVITIES

Payments Employee related

10,204

10,288

10,020

Grants and subsidies

32,301

35,808

33,347

Other

8,103

10,026

5,117

Total payments

50,608

56,122

48,484

Receipts Interest received

773

400

324

Grants and contributions

51,560

52,292

45,669

Other

4,047

60

493

Total receipts

56,380

52,752

46,486

NET CASH FLOWS FROM OPERATING ACTIVITIES 14 5,772

(3,370)

(1,998)

CASH FLOWS FROM INVESTING ACTIVITIES

Proceeds from the sale of property, plant and equipment

12

-

-

Purchases of property, plant and equipment

(58)

(164)

(62)

NET CASH FLOWS FROM INVESTING ACTIVITIES

(46)

(164)

(62)

CASH FLOWS FROM FINANCING ACTIVITIES

Proceeds from borrowings and advances

-

-

-

Repayment of borrowings and advances

-

-

-

NET CASH FLOWS FROM FINANCING ACTIVITIES

-

-

-

NET INCREASE/(DECREASE) IN CASH

5,726

(3,534)

(2,060)

Opening cash and cash equivalents

13,657

12,777

15,717

CLOSING CASH AND CASH EQUIVALENTS 7 19,383

9,243

13,657



55

Ministry for Police & Emergency Services Supplementary Financial Statements

Service group statements for the year ended 30 June 2013

Service Group 1* Service Group 2* Not Attributable Total

ENTITY'S EXPENSES & INCOME 2013 2012 2013 2012 2013 2012 2013 2012

$' 000 $' 000 $' 000 $' 000 $' 000 $' 000 $' 000 $' 000

Expenses excluding losses

Operating expenses

- Employee related 5,301 4,959 5,618 5,380 - - 10,919 10,339

- Other operating expenses 3,908 2,319 2,667 3,829 - - 6,575 6,148

Depreciation and amortisation - - - - 286 318 286 318

Grant and subsidies 5,394 9,077 23,740 24,544 - - 29,134 33,621

TOTAL EXPENSES EXCLUDING LOSSES 14,603 16,355 32,025 33,753 286 318 46,914 50,426

Revenue**

Investment revenue - - - - 528 591 528 591

Grants and contributions 5,053 6,300 9,809 11,134 36,380 28,911 51,242 46,344

Acceptance by the Crown Entity of employee benefits and other liabilities - - - - 481 519 481 519

Other revenue

552 -

929 - -

594 1,481 594

Total revenue

5,605

6,300

10,738

11,134 37,389 30,615 53,732 48,048

Gain/(loss) on disposal - - - -

4 - 4 -

Net result (8,998) (10,055) (21,287) (22,619) 37,107 30,297 6,822 (2,378)

Total Comprehensive Income/(loss) (8,998) (10,055) (21,287) (22,619) 37,107 30,297 6,822 (2,378)

* The names and purpose of each service groups are summarised in Note 6.

** Appropriations are made on an entity basis and not to individual service groups. Consequently, appropriations must be included in the 'Not Attributable' column. Cluster grant funding is also unlikely to be attributable to individual service groups.


56


Supplementary Financial Statements Service group statements for the year ended 30 June 2013

Service Group 1* Service Group 2* Not Attributable Total

ENTITY'S ASSETS AND LIABILITIES 2013 2012 2013 2012 2013 2012 2013 2012

$' 000 $' 000 $' 000 $' 000 $' 000 $' 000 $' 000 $' 000

Current Assets

Cash and cash equivalents - - - - 19,383 13,657 19,383 13,657

Receivables 30 50 141 173 519 2,181 690 2,404

Total current assets 30 50 141 173 19,902 15,838 20,073 16,061

Non-current Assets

Property, plant and equipment

-Leasehold improvements - - - - 429 665 429 665

-Plant and equipment - - - - 45 50 45 50

-Motor vehicles - - - - - 14 - 14

Intangible assets - - - - 28 9 28 9

Total non-current assets - - - - 502 738 502 738

TOTAL ASSETS 30 50 141 173 20,404 16,576 20,575 16,799

Current Liabilities

Payables 265 215 740 230 125 4,501 1,130 4,946

Provisions 578 619 613 413 415 - 1,606 1,032

Total current liabilities 843 834 1,353 643 540 4,501 2,736 5,978

Non-Current Liabilities

Provisions 7 - 8 - 182 - 196 -

Total Non-Current Liabilities 7 - 8 - 182 - 196 -

TOTAL LIABILITIES 850 834 1,361 643 722 4,501 2,932 5,978

NET ASSETS (820) (784) (1,220) (470) 19,682 12,075 17,643 10,821

* The names and purpose of each service groups are summarised in Note 6.


57


Notes to the Financial Statements

1. SUMMARY OF SIGNIFICANT ACCOUNTING POLICIES

(a) Reporting Entity The Ministry for Police and Emergency Services (MPES) is a New South Wales (NSW) Government entity established under the Public Sector Employment and Management (Departments) Order 2011, effective 1 April 2011. The Ministry brings together the functions of the former Security and Recovery Co-ordination and Law Enforcement Policy branches of the Department of Premier and Cabinet, Emergency Management NSW (formerly within the Department of Rural Fire Service), staff from the Department of Human Services who were principally involved in the provision of disaster welfare assistance and the former Ministerial Liaison Unit of the NSW Police Force. The Ministry’s role is wide ranging, spanning policy development, ministerial support, operational coordination, crisis management, grants administration, delivery of training and control of several websites and public communications platforms. MPES is a not-for-profit entity (as profit is not its principal objective) and it has no cash generating units. MPES is consolidated as part of the NSW Total State Sector Accounts. These financial statements for the period ended 30 June 2013 have been authorised for issue by the Acting Chief Executive Officer (A/CEO) of MPES on 16 September 2013. (b) Basis of Preparation MPES’ financial statements are general purpose financial statements which have been prepared in accordance with:

• applicable Australian Accounting Standards (which include Australian Accounting Interpretations);

• the requirements of the Public Finance and Audit Act 1983 and Regulation; and • the Financial Reporting Directions published in the Financial Reporting Code for NSW

General Government Sector Entities or issued by the Treasurer. The financial statements have been prepared on a historical cost basis with the exception of plant and equipment and provisions which have been measured at fair value. Judgements, key assumptions and estimations management have made are disclosed in the relevant notes to the financial statements. All amounts are rounded to the nearest one thousand dollars and are expressed in Australian currency. (c) Statement of Compliance The financial statements and notes comply with Australian Accounting Standards, which include Australian Accounting Interpretations. (d) Insurance MPES’ insurance activities are conducted through the NSW Treasury Managed Fund Scheme of self insurance for Government entities. The expense (premium) is determined by the Fund Manager based on past claim experience.


58



(e) Administered activities MPES administers, but does not control, the Contribution Scheme on behalf of Fire and Rescue NSW (FRNSW), Rural Fire Service (RFS) and State Emergency Service (SES). It is accountable for the transactions relating to those administered activities but does not have the discretion to deploy the resources for the achievement of MPES’ own objectives. Transactions and balances relating to the Contribution Scheme are not recognised as MPES’ income, expenses, assets and liabilities, but are disclosed in the accompanying schedule as ‘Administered Income’, ‘Administered Expenses’, ‘Administered Assets and ‘Administered Liabilities’. The accrual bases of accounting and applicable accounting standards have been adopted. (f) Accounting for the Goods and Services Tax (GST) Income, expenses and assets are recognised net of the amount of GST, except that: (i) the amount of GST incurred by MPES as a purchaser that is not recoverable from the Australian Taxation Office is recognised as part of the cost of acquisition of an asset or as part of an item of expenses; and (ii) receivables and payables are stated with the amount of GST included. Cash flows are included in the Statement of Cash Flows on a gross basis. However, the GST components of cash flows arising from investing and financing activities which are recoverable from, or payable to, the Australian Taxation Office are classified as operating cash flows. (g) Income recognition Income is measured at the fair value of the consideration or contribution received or receivable. Additional comments regarding the accounting policies for the recognition of income are discussed below: (i) Grants and contributions Grants and contributions from other bodies are recognised as income when MPES obtains control over the assets comprising the grants and contributions. Control over grants and contributions are normally obtained upon the receipt of cash. The Appropriation (Supply and Budget Variations) Bill 2011 passed on 21 June 2011, identifies the Department of Attorney General and Justice (DAGJ) as a principal agency under which funding appropriations are to be managed for all agencies in the Justice cluster. Consequently, all contributions received from DAGJ are now reported as grants and contributions revenue for the purpose of income recognition. (ii) Rendering of services Revenue is recognised when the service is provided or by reference to the stage of completion (based on labour hours incurred to date). (iii) Investment revenue Interest revenue is recognised using the effective interest method as set out in AASB 139 Financial Instruments: Recognition and Measurement.


59

(h) Assets (i) Acquisition of assets Cost method of accounting is used for the initial recording of all acquisitions of assets controlled by MPES. Cost is the amount of cash or cash equivalents paid or the fair value of other consideration given to acquire the asset at the time of its acquisition or construction or, where applicable, the amount attributed to that asset when initially recognised in accordance with the requirements of other Australian Accounting Standards. Assets acquired at no cost, or for nominal consideration, are initially recognised at their fair value at the date of acquisition. Fair value is the amount for which an asset could be exchanged between knowledgeable, willing parties in an arm's length transaction. Where payment for an asset is deferred beyond normal credit terms, its cost is the cash price equivalent, i.e. the deferred payment amount is effectively discounted at an asset-specific rate. (ii) Capitalisation thresholds Property, plant and equipment and intangible assets costing $5,000 (2012: $3,000) and above individually (or forming part of a network costing more than $5,000) are capitalised. The impact from the change in this accounting policy is immaterial and has not been applied retrospectively. Total gross value of the assets that were capitalised in prior years that have now been expensed in the current year as a result of the change in the capitalisation threshold is $40,000 with a net balance of $130 at 30 June 2013. (iii) Valuation of property, plant and equipment After recognition as an asset, items of Property, Plant and Equipment are measured at fair value. Fair value is determined in accordance with NSW Treasury Accounting Policy TPP07-1 Valuation of Physical Non-Current Assets at Fair Value (as amended by NSWTC 12/05 and NSWTC 10/07) and AASB 116 Property, Plant and Equipment. MPES’ property plant and equipment consists of non specialised assets mainly leasehold improvements, plant & equipments and motor vehicles. In accordance with NSW Treasury Accounting Policy TPP07-1 Valuation of Physical Non-Current Assets at Fair Value depreciated historical cost with respect to non-specialised assets is considered an acceptable surrogate for fair value, with any difference unlikely to be material. Accordingly, plant and equipment are carried at fair value less accumulated depreciation. (iv) Impairment of plant and equipment As a not-for-profit entity with no cash generating units, AASB 136 Impairment of Assets is not applicable to MPES. AASB 136 modifies the recoverable amount test to the higher of fair value less costs to sell and depreciated replacement cost. This means that, for an asset already measured at fair value, impairment can only arise if selling costs are material. Selling costs are regarded as immaterial. (v) Depreciation of property, plant and equipment Depreciation is provided for on a straight-line basis for all depreciable assets so as to write off the depreciable amount of each asset as it is consumed over its useful life to the entity.




60


Notes to the Financial Statements All material separately identifiable components of assets are recognised and depreciated over their shorter useful lives.

The useful lives of non-current assets have been determined as follows: Asset class Useful life (years) Motor vehicles 5 Plant & equipment 3 – 20 Leasehold improvements are depreciated over the term of the lease. (vi) Maintenance Day-to-day servicing costs or maintenance are charged as expenses as incurred, except where they relate to the replacement of a part or component of an asset, in which case the costs are capitalised and depreciated. (vii) Leases Leases where the lessor retains substantially all the risks and benefits of ownership of the asset are classified as operating leases. Operating lease payments are recognised as an expense in the Statement of Comprehensive Income on a straight line basis over the lease term, except where another systematic basis is more representative of the time pattern in which the economic benefits from lease assets are consumed. MPES did not have any finance lease during the year ended 30 June 2013 or in the previous financial year. (viii) Intangible assets MPES recognises intangible assets only if it is probable that future economic benefits will flow to the entity and the cost of the asset can be measured reliably. Intangible assets are measured initially at cost. Where an asset is acquired at no or nominal cost, the cost is its fair value as at the date of acquisition. All research costs are expensed. Development costs are only capitalised when certain criteria are met. Intangible assets are subsequently measured at fair value only if there is an active market. As there is no active market for MPES' intangible assets, the assets are carried at cost less any accumulated amortisation. The useful lives of MPES’ intangible assets are assessed to be finite. Amortisation is charged on assets with finite lives, with the expense accounted for in the Statement of Comprehensive Income. Useful lives are examined on an annual basis and adjustments, where necessary, are made on a prospective basis. As a not-for-profit entity with no cash generating units, AASB 136 Impairment of Assets is not applicable to MPES.


61


Notes to the Financial Statements (ix) Receivables Receivables are non-derivative financial assets with fixed or determinable payments that are not quoted in an active market. These financial assets are recognised initially at fair value, usually based on the transaction cost or face value. Subsequent measurement is at amortised cost using the effective interest method, less an allowance for any impairment of receivables. Any changes are recognised in the net result for the year when impaired, derecognised or through the amortisation process. Short-term receivables with no stated interest rate are measured at the original invoice amount where the effect of discounting is immaterial. (x) Trust funds MPES holds monies in a trustee capacity as set out in Note 17. As MPES performs only a custodial role in respect of these monies, and because the monies cannot be used for the achievement of the entity’s own objectives, these funds are not recognised in the financial statements. (i) Liabilities (i) Payables These amounts represent liabilities for goods and services provided to MPES and other amounts. Payables are recognised initially at fair value, usually based on the transaction cost or face value. Subsequent measurement is at amortised cost using the effective interest method. Short-term payables with no stated interest rate are measured at the original invoice amount where the effect of discounting is immaterial. (ii) Employee benefits and other provisions a) Salaries and wages, annual leave, sick leave and on-costs Liabilities for salaries and wages (including non-monetary benefits), annual leave and paid sick leave that are due to be settled within 12 months after the reporting date are recognised and measured in respect of employees’ services up to the reporting date at undiscounted amounts based on the amounts expected to be paid when the liabilities are settled. Long term annual leave that is not expected to be settled within the 12 months after the reporting date is measured at present value in accordance with AASB 119 Employee Benefits where the effect of discounting is material. Unused non-vesting sick leave does not give rise to a liability as it is not considered probable that sick leave taken in the future will be greater than the entitlements accrued in the future. The outstanding amounts of payroll tax, workers' compensation insurance premiums, superannuation and fringe benefits tax, which are consequential to employment, are recognised as liabilities and expenses where the employee entitlements to which they relate have been recognised.


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b) Long service leave and superannuation The entity’s liabilities for long service leave and defined benefit superannuation are assumed by the Crown Entity. The entity accounts for the liability as having been extinguished; resulting in the amount assumed being shown as part of the non-monetary revenue item described as 'Acceptance by the Crown Entity of employee benefits and other liabilities. Although the liability is assumed by the Crown, some on-costs associated with long service leave are the responsibility of MPES. In accordance with Treasury policy, the associated on costs whilst on long service leave (i.e. payroll tax, annual leave accrued, workers compensation insurance and defined contribution superannuation) have been treated as provision. Long service leave is measured at present value in accordance with AASB 119 Employee Benefits. This is based on the application of certain factors (specified in NSWTC 12/06) to employees with five or more years of service, using current rates of pay. These factors were determined based on an actuarial review to approximate present value. The superannuation expense for the financial year is determined by using the formulae specified in the Treasurer’s Directions. The expense for certain superannuation schemes (i.e. Basic Benefit and First State Super) is calculated as a percentage of the employees’ salary. For other superannuation schemes (i.e. State Superannuation Scheme and State Authorities Superannuation Scheme), the expense is calculated as a multiple of the employees’ superannuation contributions. (j) Other provisions Other provision exists when: the entity has a present legal or constructive obligation as a result of past event; it is probable that an outflow of resources will be required to settle the obligation; and a reliable estimate can be made of the amount of the obligation. (k) Accumulated funds The category accumulated funds includes all current and prior period retained funds. (l) Budgeted amounts The budgeted amounts are drawn from the original budgeted financial statements presented to Parliament in respect of the reporting period, as adjusted for section 24 of the Public Finance and Audit Act 1983 (PFAA) where there has been a transfer of functions between departments. Other amendments made to the budget are not reflected in the budgeted amounts.


63


Notes to the Financial Statements (m) New Australian Accounting Standards issued but not effective NSW public sector entities are not permitted to early adopt new Australian Accounting Standards, unless Treasury determines otherwise. The following Accounting Standards have not been applied and are not yet effective. • AASB 9 and AASB 2010-7 and AASB 2012 -6 regarding financial instruments. • AASB 12 regarding disclosure of interests in other entities. • AASB 13, AASB 2011-8 and AASB 2012-1 regarding fair value measurement. • AASB 119, AASB 2011-10 and AASB 2011-11 regarding employee benefits. • AASB 10 regarding consolidated financial statements. • AASB 2010-10 regarding removal of fixed dates for first time adopters. • AASB 2011-4 regarding individual key management personnel disclosure requirements. • AASB 11 regarding joint arrangements. • AASB 127 regarding separate financial statements. • AASB 1055 regarding. Budgetary Reporting • AASB 1053 and AASB 2010-2 regarding differential reporting. • AASB 2011-2 regarding Trans-Tasman Convergence - RDR. • AASB 2011-6 regarding RDR and relief from consolidation. • AASB 2011-7 regarding consolidation and joint arrangements. • AASB 2011-12 regarding Interpretation 20. The possible impact of these standards in the period of initial applications is not reasonably estimable at this stage however they are not expected to materially impact the financial statements. (n) Comparative Information Except when an Australian Accounting Standard permits or requires otherwise, comparative information is disclosed in respect of the previous period for all amounts reported in the financial statements.


64

Ministry for Police & Emergency Services Notes to the Financial Statements

2013

2012

$' 000

$' 000

2. EXPENSES EXCLUDING LOSSES

(a) Employee related expenses

Salaries and wages (including recreation leave)

8,931

8,513

Superannuation - defined contribution plans

681

604

Superannuation - defined benefit plans

185

85

Long service leave

295

416

Workers compensation insurance

41

-

Payroll Tax and Fringe Benefits Tax

606

514

Overtime

6

312

Long service leave oncost

174

57

10,919

10,501

(b) Other operating expenses include the following:

Auditor's remuneration - audit of the financial statements

208

58

Operating leases - minimum lease payments

1,361

1,271

Maintenance *

23

25

Insurance

27

5

Rates, utilities and cleaning

112

106

Vehicles running costs

52

51

Stores and minor equipment

17

28

Uniforms

-

24

Communications

264

248

Travel and subsistence

303

135

Computer services

11

93

Printing and stationery

91

138

Early warning system

1,634

1,311

Training delivery

403

510

Contractors

74

-

External consultancies

255

349

Shared service cost (Fire and Rescue NSW)

577

1,015

Fees for services

405

408

Make good expenses

597

-

Other expenses

161

211

6,575

5,986

* Reconciliation: Maintenance expense, as above

23

25

Maintenance related employee expenses included in Note 2(a)

-

-

Total maintenance expenses included in Note 2(a) + 2(b)

23

25


65


2013

2012

$' 000

$' 000

(c) Depreciation and amortisation expense Depreciation Leasehold improvements 236

232

Motor vehicles 6

14

General plant and equipment 33

65

Total depreciation 275

311

Amortisation Websites 11

7

Total amortisation 11

7

Total depreciation and amortisation 286

318

(d) Grants and subsidies Grants to Marine Rescue NSW and Volunteers 10,114

11,771

Grants NDRP/NDMP* 13,354

16,276

Grants to other agencies 3,277

3,000

Grants - Natural disaster 2,389

2,574

29,134

33,621

* Natural disaster resilience program (NDRP)/Natural disaster mitigation program (NDMP)

3. REVENUE

(a) Grants and contributions

Recurrent grant from Department of Attorney General and Justice 36,421

31,115

Capital grant from Department of Attorney General and Justice 27

62

Claims for natural disasters 2,653

1,899

NSW Roads and Maritime Services operational receipts 7,006

6,743

Operational funding grant from other agencies 3,285

-

Grants -other 1,850

6,525

51,242

46,344

(b) Other revenue Rental income 318

151

Salary recoup from other Government Departments 14

216

Support service income 207

-

NDRP project cost reimbursement 372

-

Community partner funding reimbursement 130

-

Unspent funds return 320

-

Sundry income 120

227

1,481

594

4. ACCEPTANCE BY THE CROWN ENTITY OF EMPLOYEE BENEFITS AND OTHER LIABILITIES

The following liabilities and/or expenses have been assumed by the Crown Entity

Superannuation - defined benefit 176

85

Long service leave 295

416

Payroll tax 10

18

481

519


66


2013

2012

$' 000

$' 000

5. GAIN/(LOSS) ON DISPOSAL

Gain/(loss) on disposal of plant and equipment:

Proceeds from disposal 13

-

Written down value of assets disposed 9

-

Gain/(loss) on disposal of non-current assets 4 -

6. SERVICE GROUPS OF THE AGENCY

(a) Service group 1: Policy & finance

Purpose: This service group provides independent policy advice and development on issues affecting the Police and Emergency Services portfolio and the ministerial and parliamentary functions of the Minister for Police and Emergency Services. It provides finance and corporate governance support. It also coordinates the portfolio and liaises with external agencies. (b) Service group 2: Counter terrorism & disaster resilience

Purpose: This service group initiates policies and strategies for improving the delivery of emergency management services through prevention, preparedness, response and recovery. It also provides policy advice, executive and secretarial support to the State Emergency Management Committee (SEMC) and the State Rescue Board (SRB), as well as executive and operational support to the State Emergency Operations Controller and the State Emergency Recovery Controller.

7. CURRENT ASSETS - CASH AND CASH EQUIVALENTS

Cash and Cash Equivalents

Cash at bank and on hand 19,383

13,657

19,383

13,657

For the purpose of the statement of cash flows, cash and cash equivalents include cash at bank, cash on hand, cash in transit, short term deposits and bank overdraft. Cash balance as at 30 June 2013 includes the unspent protected items of Natural Disaster Resilience Program and Natural Disaster Mitigation Program grant which will be expended for approved projects.

Cash and cash equivalent assets recognised in the statement of financial position are reconciled at the end of the financial year to the statement of cash flows as follows:

Cash and cash equivalents (per statement of financial

position) 19,383

13,657

Closing cash and cash equivalents (per statement of cash

flows) 19,383

13,657

* Refer to Note 16 for details regarding credit risk, liquidity risk and market risk arising from financial instruments.


67


2013

2012

$' 000

$' 000

8. CURRENT ASSETS - RECEIVABLES Sundry debtors

115

677

Recreation leave receivable

-

223

Goods and services tax receivable

358

711

Community Partners training expense recoups

130

-

Department of Premiers and Cabinet receivable

-

319

Interest accrual

23

267

Other

64

207

690

2,404

9. NON-CURRENT ASSETS - PROPERTY, PLANT AND EQUIPMENT

Leasehold Plant & Motor Totals

Improvements Equipment

Vehicles

$' 000 $' 000 $' 000 $' 000

At 1 July 2012 - fair value Gross carrying amount 945 128

32

1,105

Accumulated depreciation (280) (78)

(18)

(376)

Net Carrying Amount 665 50

14

729

At 2013 - fair value Gross carrying amount 945 111

8

1,064

Accumulated depreciation (516) (66)

(8)

(590)

Net Carrying Amount 429 45

-

474

Reconciliation

A reconciliation of the carrying amount of each class of property, plant and equipment at the beginning and end of the current reporting period is set out below.


Improvements Equipment

Vehicles

$' 000 $' 000 $' 000 $' 000

Year ended 2013 Net carrying amount at start of year 665 50

14

729

Additions - 28

-

28

Disposals - -

(8)

(8)

Depreciation expense (236) (33)

(6)

(275)

Net carrying amount at end of year 429 45

-

474


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9. NON-CURRENT ASSETS - PROPERTY, PLANT AND EQUIPMENT (Contd.)


Improvements

Equipment

Vehicles

$' 000 $' 000 $' 000 $' 000

At 1 July 2011 - fair value Gross carrying amount 901

128

32

1,061

Accumulated depreciation (48)

(13)

(4)

(65)

Net Carrying Amount 853

115

28

996

At 30 June 2012 - fair value Gross carrying amount 945

128

32

1,105

Accumulated depreciation (280)

(78)

(18)

(376)

Net Carrying Amount 665

50

14

729

Reconciliation

A reconciliation of the carrying amount of each class of property, plant and equipment at the beginning and end of the prior reporting period is set out below.


Improvements

Equipment

Vehicles

$' 000 $' 000 $' 000 $' 000

Year ended 30 June 2012 Net carrying amount at start of year 853

115

28

996

Additions 44

-

-

44

Depreciation expense (232)

(65)

(14)

(311)

Net carrying amount at end of year 665

50

14

729

10. NON-CURRENT ASSETS - INTANGIBLE ASSETS

Websites

Total

$' 000

$' 000

At 1 July 2012 Cost (gross carrying amount)

18

18

Accumulated amortisation

(7)

(7)

Net carrying amount

11

11

At 2013 Cost (gross carrying amount)

46

46

Accumulated amortisation

(18)

(18)

Net carrying amount

28

28

Websites Total

$' 000

$' 000

Year ended 2013 Net carrying amount at start of year

11

11

Additions

28

28

Disposals

-

-

Amortisation

(11)

(11)



69


10. NON-CURRENT ASSETS - INTANGIBLE ASSETS (contd.)

Websites

Total

$' 000

$' 000

At 1 July 2011 Cost (gross carrying amount)

-

- Accumulated amortisation

-

-

Net carrying amount

-

-

At 30 June 2012 Cost (gross carrying amount)

18

18 Accumulated amortisation

(7)

(7)

Net carrying amount

11

11

Websites Total

$' 000 $' 000

Year ended 30 June 2012 Net carrying amount at start of year

-

- Additions

18

18

Disposals

-

-

Amortisation

(7)

(7)


2013

2012

$' 000

$' 000

11. CURRENT LIABILITIES - PAYABLES Accrued salaries, wages and on-costs

285

445 Creditors- NSW Treasury

-

3,454

Trade Creditors

845

1,047

1,130

4,946

Details regarding credit risk, liquidity risk and market risk, including a maturity analysis of the above payable, are disclosed in Note 15.

12. CURRENT/NON-CURRENT LIABILITIES

PROVISIONS Employee benefits and related on-costs Recreation leave

926

934

Long service leave on-costs not assumed by the Crown Entity

271

98

Fringe benefits tax

8

-

1,205

1,032

Other provisions Make good costs

597

-

Total provisions

1,802

1,032

Aggregate employee benefits and related on-costs Provisions- current

1,191

1,032

Provisions- non-current

14

-

Accrued salaries, wages and on-costs (note11)

285

445

1,490

1,477


70


2013

2012

$' 000

$' 000

12. CURRENT/NON-CURRENT LIABILITIES (contd.)

Aggregate other provisions

Make good costs - current 415

-

Make good costs - non-current 182

-

597

-

Make good costs

Make good costs provision relate to the expected costs required to restore the leased premises back to its original form when the lease expires.

Movement in provisions (other than employee benefits)

Movement in make good costs provision during the financial year is set out below:

2013 make good provision 2013

2012

$' 000

$' 000

Carrying amount at the beginning of financial year

-

-

Provision recognised during the period 597

-

Carrying amount at the end of the period 597

-

13. COMMITMENTS FOR EXPENDITURE

Operating Lease Commitments

Future non-cancellable operating lease rentals not provided for and payable:

2013

2012

$' 000

$' 000

Not later than one year

1,314

1,364

Later than one year and not later than five years

773

2,018

Later than five years -

-

Total (including GST) 2,087

3,382

GST included above that are expected to be recoverable from the Australian Taxation Office. 190

307

MPES' operating lease commitments comprises the following:

Motor vehicle leases

Budget sector agencies are required to utilise operating lease arrangements through State Fleet Services for the provision of passenger and light commercial motor vehicles.


71



13. COMMITMENTS FOR EXPENDITURE (Contd.)

Property leases

Rental payments are determined prior to the commencement of leases/licenses through negotiations with counterparties in consideration of the prevalent market condition. Some leases contain options for renewal based on the market condition at the renewal date. Purchase options are also on the basis of a predetermined and agreed mechanism for assessing the value of the property at the time the option becomes exercisable. Escalation clauses are dependent on market conditions at the time, however, where possible MPES endeavours to have a predetermined and agreed percentage of the escalation rate, with a review to market every 2 to 3 years during the lease term.

14. RECONCILIATION OF CASH FLOWS FROM OPERATING ACTIVITIES TO NET RESULTS

2013

2012

$' 000

$' 000 Net cash from/(used) on operating activities 5,772

(1,998)

Depreciation and amortisation (286)

(318)

Decrease/ (increase) in provisions (770)

(32)

Increase/ (decrease) in receivables (1,715)

1,044

Decrease/ (increase) in payables 3,817

(1,074) Net gain / (loss) on sale of assets 4

-

Net results 6,822

(2,378)

15. BUDGET REVIEW

Net Result

The actual net result at the end of the year was $6.8 million surplus, compared with a budgeted net result of $3.6 million deficit due to lower than expected protected items expenditures for National Emergency Warning System (NEWS), budget $6.3 million compared to $1.7 million actual expenditure; and Natural Disaster Resilience Program (NDRP), budget $21.5 million compared to actual expenditure of $13.4 million. For the Emergency Alert system project, only one out of three telecommunications companies implemented the full system by end of 2012-13, meaning that facilities fees payable by MPES were much reduced. The delay in NDRP projects were due to a range of external factors including recipient agency resource and project management constraints. Assets and Liabilities Current assets are higher than budget by $9.3 million primarily due to lower expenditure in NEWS and NDRP grants. Non-current assets are lower than budget by $0.7 million due to lower than budgeted capital expenditure during the year. Total liabilities are higher than budget by $0.7 million primarily due to unbudgeted $0.6 million make good provision recognised during the year.


72


Cash flows

The cash flows from operation is higher than budget by $9.1 million primarily due to lower than budgeted payments made for NEWS and NDRP grants. 16. FINANCIAL INSTRUMENTS MPES’ principal financial instruments are outlined below. These financial instruments arise directly from MPES’ operations or are required to finance the operations of MPES. MPES does not enter into or trade financial instruments, including derivative financial instruments, for speculative purposes. MPES’ main risks arising from financial instruments are outlined below, together with MPES’ objectives, policies and processes for measuring and managing risk. Further quantitative and qualitative disclosures are included throughout these financial statements. The Chief Executive Officer (CEO) has overall responsibility for establishment and oversight of risk management and reviews and agrees policies for managing each of these risks. Risk management policies are established to identify and analyse the risks faced by the entity, to set risk limits and controls and to monitor risks. Compliance with policies is reviewed by internal audit and Audit and Risk Committee on a continuous basis. (a) Financial instrument categories

Financial Note Category Carrying Carrying

Assets Amount Amount

2013 2012

Class:

$'000 $'000

Cash and cash equivalents 7 N/A 19,383 13,657

Receivables1 8 Loans and receivables (at amortised cost) 332 1,693

Financial Note Carrying Carrying

Liabilities Amount Amount

2013 2012

Class:

$'000 $'000

Payables2 11

Financial liabilities measured at amortised cost 845 1,047

Notes

1. Excludes statutory receivables and prepayments (i.e. not within scope of AASB 7).

2. Excludes statutory payables and unearned revenue (i.e. not within scope of AASB 7).

(b) Credit risk Credit risk arises when there is a possibility that MPES’ debtors default on their contractual obligations, resulting in a financial loss to MPES. The maximum exposure to credit risk is generally represented by the carrying amount of the financial assets (net of any allowance for impairment). MPES’ credit risk is limited to the carrying value of cash and cash equivalent and receivables. No

collateral is held by MPES. MPES has not granted any financial guarantees.


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Cash Cash comprises cash on hand, cash in transit, cash at Treasury Corporation's cash facility and bank balances within the NSW Treasury Banking System. Interest is earned on daily bank balance at the monthly average NSW Treasury Corporation (TCorp) 11 am unofficial cash rate, adjusted for a management fee to NSW Treasury. Receivables - debtors All debtors are recognised as amounts receivable at balance date. Collectability of debtors is reviewed on an ongoing basis. Procedures as established in the Treasurer’s Directions are followed to recover outstanding amounts, including letters of demand. Debts which are known to be uncollectible are written off. An allowance for impairment is raised when there is objective evidence that the entity will not be able to collect all amounts due. This evidence includes past experience, and current and expected changes in economic conditions and debtor credit ratings. No interest is earned on debtors. Services are provided on a net 30 day term. MPES is not materially exposed to concentrations of credit risk to a single debtor or group of debtors. Majority of the debt is held by NSW Government entities that are considered to have minimal credit risk.

Past due but Considered

Total1,2 not impaired1,2 impaired1,2 2013

$'000 $'000 $'000

< 3 months overdue 6 6 3 months - 6 months overdue 6 6 > 6 months overdue 74 74 -

2012 < 3 months overdue

3 months - 6 months overdue > 6 months overdue 542 542 -

Notes 1. Each column in the table reports 'gross receivables'.

2. The ageing analysis excludes statutory receivables, as these are not within the scope of AASB 7 and excludes receivables that are not past due and not impaired. Therefore, the 'total' will not reconcile to the receivables total recognised in the Statement of Financial Position.

(c) Liquidity risk Liquidity risk is the risk that MPES will be unable to meet its payment obligations when they fall due. MPES continuously manages liquidity risk through monitoring future cash flows and maturities planning to ensure adequate holding of high quality liquid assets is available to discharge its liability at all times. MPES’ exposure to liquidity risk is deemed insignificant based on prior period’s data and current assessment of risk and is limited to creditors. The liabilities are recognised for amounts due to be paid in the future for goods or services received, whether or not invoiced. Amounts owing to suppliers (which are unsecured) are settled in accordance with the policy set out in NSW TC 11/12. If trade terms are not specified, payment is made no later than the end of the month following the month in which an invoice or a statement is received. MPES’ payables at the reporting date amount to $0.8 million (2012: $1.0 million), are non interest bearing and are due within the 12 months of the reporting date.


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(d) Market risk Market risk is the risk that the fair value or future cash flows of a financial instrument will fluctuate because of changes in the market prices. MPES’ exposure to market risk is primarily through interest rate risk on MPES' cash at bank and the movement in the unit price of the Hour Glass Investment Facility at Treasury Corporation. MPES has no exposure to foreign currency risk and does not enter into commodity contracts. The effect on profit and equity due to a reasonably possible change in risk variable is outlined in the information below, for interest rate risk and other price risk. A reasonably possible change in risk variable has been determined after taking into account the economic environment in which the entity operates and the time frame for the assessment (i.e. until the end of the next annual reporting period). The sensitivity analysis is based on risk exposures in existence at the statement of financial position date. The analysis is performed on the same basis as for 2012. The analysis assumes that all other variable remain constant. Interest rate risk Management's assessment of a reasonably possible change in interest rate in the next 12 months is in the range of +1% to -1% based on the assessment of current economic environment. A change in either direction by 1% will impact MPES’ net result by $0.19 million (2012: $0.14million) with no direct impact to equity, which is considered to be immaterial. Other price risk - TCorp Hour-Glass facilities MPES' exposure to 'other price risk' primarily arises through the investment in the TCorp Hour-Glass Investment Facility, which are held for strategic rather than trading purposes. MPES has no direct equity investments. MPES holds units in the following Hour-Glass investment trusts:

Facility Investment Sectors Investment Horizon 2013 $'000

2012 $'000

Cash facility cash, money market instruments Up to 1.5 years 15,381 -

The unit price of each facility is equal to the total fair value of net assets held by the facility divided by the total number of units on issue for that facility. Unit prices are calculated and published daily. NSW TCorp as trustee for each of the above facilities is required to act in the best interest of the unit holders and to administer the trusts in accordance with the trust deeds. As trustee, TCorp has appointed external managers to manage the performance and risks of each facility in accordance with a mandate agreed by the parties. TCorp has also leveraged off internal expertise to manage certain fixed income assets for the Hour-Glass facilities. A significant portion of the administration of the facilities is outsourced to an external custodian. Investment in the Hour-Glass facilities limits the entity's exposure to risk, as it allows diversification across a pool of funds with different investment horizons and a mix of investments. NSW TCorp provides sensitivity analysis information for each of the Investment facilities, using historically based volatility information collected over a ten year period, quoted at two standard deviations (i.e. 95% probability). The TCorp Hour-Glass Investment facilities are designated at fair value through profit or loss therefore any change in unit price impacts directly on profit (rather than equity). A reasonably possible change is based on the percentage change in unit price (as advised by TCorp) multiplied by the redemption value as at 30 June each year for each facility (balance from Hour-Glass statement).

Change in unit price 2013 $'000

2012 $'000

Hour Glass Investment - Cash facility +/- 1 % 154 -



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(e) Fair value compared to carrying amount Financial instruments are generally recognised at cost, with the exception of the TCorp Hour-Glass facilities, which are measured at fair value. The value of the Hour-Glass Investments is based on the entity's share of the value of the underlying assets of the facility, based on the market value. All of the Hour Glass facilities are valued using 'redemption' pricing. The amortised cost of financial instruments recognised in the statement of financial position approximates the fair value, because of the short-term nature of many of the financial instruments. (f) Fair value recognised in the statement of financial position MPES uses 'level 2 hierarchy (derived from inputs other than quoted prices that are observable directly or indirectly) for disclosing the fair value of TCorp Hour Glass Investment facility. 17. TRUST FUNDS MPES manages monies in two bank accounts, Community Disaster Relief Fund (CDRF) account and the CDRF Trust account that were formerly managed by the Department of Family and Community Services. The monies in the funds are managed in accordance to the provisions of Part 5 of the Community Welfare Act 1987. The funds are to be used: (i) for the purpose of assisting disaster victims generally or disaster victims of a particular disaster, (ii) for the purpose of acquiring stores and equipment to be used for the purpose of assisting victims of future disasters, or (iii) for the purpose of planning, and training persons, to cope with the effects of disasters. The funds do not form part of MPES’ financial statements as they are held in trust and they cannot be used by MPES for the achievement of its own objectives. Only one payment amounting to $300 was made from the funds during the current and prior reporting period.

CDRF Account

CDRF Trust Account

$’000

$’000

Cash balance at 1 July 2012

1,620

108

Receipts (interest earned)

28

2

Expenditure

0.3

-

Cash balance at 2013

1,648

110

Cash balance at 1 July 2011

1,578

104

Receipts (interest earned)

42

4 Expenditure

-

-

Cash balance at 30 June 2012

1,620

108


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18. ADMINISTERED ASSETS AND LIABILITIES

MPES administers, but does not control, the Contribution Scheme on behalf of Fire and Rescue NSW (FRNSW), Rural Fire Service (RFS) and State Emergency Service (SES). It is accountable for the transactions relating to those administered activities but does not have the discretion to deploy the resources for the achievement of MPES’ own objectives.

2013

2012

$' 000

$' 000

Administered Income Contributions Revenue

800,265

855,712

800,265

855,712

Administered Expenses Contributions Expenses

800,265

855,712

800,265

855,712

Administered Assets Cash

14,142

78 Contributions Receivable

1,557

291

15,699

369

Administered Liabilities Contributions payable

15,699

369

15,699

369

19. CONTINGENT ASSETS AND LIABILITIES

MPES’ management is not aware of any contingent assets or liabilities at the reporting date that are material enough to impact its operations and require disclosure.

20. AFTER BALANCE DATE EVENTS

There has not arisen, in the interval between the end of the financial period and the date of this statement, an event of a material and unusual nature likely, in the opinion of the management of MPES, to affect significantly the operations of MPES, the results of its operations, or the state of affairs of MPES, in subsequent financial years.

End of Audited Financial Statements


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Contacts

Contact details for the Ministry for Police and Emergency Services are:

Street address: Level 13, Bligh House, Bligh Street, Sydney NSW 2000

Postal address: GPO Box 5434, Sydney NSW 2001

Phone: (02) 9228 4297

Website: www.mpes.nsw.gov.au

Business hours are 8:30am – 5:00pm.

http://www.mpes.nsw.gov.au/